Thesis 1

KOLEHIYO NG SUBIC
WFI Compound, Wawandue, Subic

Zambales, Philippines
THE ROLE OF OPERATIONS MANAGEMENT IN PROJECT
COMPLETION AND PROJECT SUCCESS
By
ESTRADA RISALINDA
LINAO JOYSAN R.
A
Manuscript
Submitted in Partial Fulfillment
of the Course Requirements for the Degree of
BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION MAJOR IN
OPERATIONS MANAGEMENT
May 2022
APPROVAL SHEET
KOLEHIYO NG SUBIC
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This manuscript entitled

THE ROLE OF OPERATIONS MANAGEMENT IN PROJECT SUCCESS
AND PROJECT COMPLETION
in partial fulfillment of the requirements for the degree of

BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION
MAJOR IN OPERATIONS MANAGEMENT
prepared and submitted by

ESTRADA RISALINDA
LINAO JOYSAN R.
is reviewed and recommended for an oral examination.
DR. (FULL NAME OF YOUR ADVISER-ALL CAPS)

Faculty Adviser
===============================================
Approved by the Committee of Oral Examiners
Committee Chair
Member Member
Member
===============================================
Accepted as a requirement for the degree of

YOUR DEGREE PROGRAM
BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION MAJOR IN
OPERATIONS MANAGEMENT
May 2022
KOLEHIYO NG SUBIC
2
ELIZA BENITEZ
Dean
ABSTRACT
THE ROLE OF OPERATIONS MANAGEMENT IN PROJECT
SUCCESS AND PROJECT COMPLETION
By
ESTRADA RISALINDA
LINAO JOYSAN R.
Actual Date of Proposal Defense

ELIZA BENITEZ
Dean Adviser
-----------------------------------------------------------------------------------------
This study shows the complex relationship between project success and project
completion and how it is affected by the roles of operations management based on
the type of management and the style of leadership. The researcher believes that
there is a significant relationship to the factors stated and so a qualitative research
is conducted to further explain the assumptions. This study is qualitative in nature.
A qualitative model was applied to collect data through the semi-structured in-
depth interview from the respondents. The proposed study is a new research area
in Subic. Thus, the qualitative model is suitable as the new research areas are
supported by the qualitative model. Another rationality of applying the qualitative
model is to explore the factors and variables that were not recognized before. The
model has the ability to capture and understand real insights, factors and
variables from the contexts of the studied factors.
The result of the research can be used by other organizations' operations
management as a guide to achieve any project with ease and within the standards
given. According to the findings, there is a considerable difference between project
success and project completion success. When a project is delivered on time, on
budget, and with good quality, it is considered to be finished successfully. When a
project is used to meet the needs of users, performance requirements, and
product/service requirements, it is considered a success. There is a strong
connection between project performance and operations management. Operations
management, with its elements of strategic planning, cement accounting,
information technology, and quality control and assurance, keeps a project
running, ices production to meet users' needs, and has a favorable impact on the
host environment.
Keywords: project success, project completion, operations management,
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Subic/Zambales, Philippines
TABLE OF CONTENTS
TITLE PAGE …………………………………………………………..…………………….……0
APPROVAL SHEET ……………………………………………………………….……..……1
ABSTRACT …………………………………………………………………………………………2
TABLE OF CONTENTS ……………………………………………………………..………3
CHAPTER
1 THE PROBLEM AND ITS BACKGROUND
Introduction …………………………………………………………………..……..5
Framework of the Study ……………………………………………….…………7
Statement of the Problem ……….…………………………………….……….13
Hypothesis …...……………………………………………………………...……14a
Scope and Delimitation ………………………………………………....……14b
Significance of the Study ……………………………………………..….……14c
Definition of Terms …………………………………………………...….………15
1 METHODOLOGY
Research Design ……………………………………………………….…………16a
Setting and Participants ……………………………………………..……….16b
Instrumentation ……………………………………………………......…………17
Ethical Considerations ………………………………………………....………18
Data-Gathering Procedure …………………………………………..………19a

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Data Analysis Technique ……………………………………………..………19b
3 RESULTS AND DISCUSSION
Meaning of Project Success……………………………………………….……22
Point/Period of Asserting Success to a Project…………......…………23
4 SUMMARY, CONCLUSION AND RECOMMENDATION
Summary …………………………………………………………………………..24a
Conclusions ……………………………………….………………………………24b
Recommendations …………………………………..……………………………25
REFERENCES ……………………………………………………………………………26
ACKNOWLEDGMENTS …………………………………………………………….31
APPENDICES …………………………………………………………………………….33
ABOUT THE AUTHOR ………………………………………….....…….………..42
THE RESEARCH ARTICLE………………………………….……….…………..44
PLAGIARISM TEST
REPORT & CERTIFICATION OF THE STATISTICIAN (Including CV)
Chapter 1
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THE PROBLEM AND ITS BACKGROUND
Introduction
The role of various project management techniques in the successful
implementation of a project is widespread in areas such as time, cost, and
quality planning and management (Adnane Belou, 2020). Nevertheless,
the difference between project and project management is inaccurate. The
purpose of this white paper is to identify duplicates in project definition
and project management and explain how the confusion between the two
affects their relationship. Identify the different people involved in the
project and project management, along with their goals, expectations, and
influence (Maserang, 2018). This shows that a better understanding of the
difference between the two will increase the chances of a successful project
(Jumana Al-Shweiki, 2021).
As a general rule, implicitly or explicitly, authors discuss project
success with the confidence that it is more than project management
success or project management success (Frese, 2018). Project success has
long been seen as the ability to stay within time, cost and quality
constraints. The "Time / Cost / Quality Triangle" or "Iron Triangle" or
"Golden Triangle" (Kam Jugdev, 2016), which some experts call the "Holy
Trinity" or "Virtue Triangle", is the definition of the project. Is sufficient),
but keeps and keeps the project operational (Anthony Yeong, 2021 ).
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A project can be of three types-materials management, service
management or both (Matthias Albert, 2017). Material management is the
primary form of project management, services management is one of the
areas an operations manager is usually expected to look after. It is not
unusual for operations manager to have both service and material
elements in one project (Ak Munns, 2016).
The general objective of this study is to determine the role of
operations management in
successful project. Specifically, the study is structured to examine
(Mulliins et.al., 2O20).
1. Distinction between project success and project completion
success (Fortune, J., & White et.al., 2016).
2. The significant relationship between operations management and
project success (Jim Johnson, 2021 )
3. The role of operation management in ensuring project success
(Jeffrey Pinto, 2017).
Comparison and Contrast of Related Literature
Project success is correlated to the implementation of the human
resource department. In this study, the author discussed how
project completion is related to project success together with the
supporting articles and literatures (Aaron Shenhar, 2021 ). The

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literatures are gathered according to the functionality of their
reports and how they are related to the purpose of his current
research (Angus G. Yu, 2016). Some studies were found to be
useful to the project completion part of this study; the authors
make use of these literatures to solidify the claim of the author of
this research (Minavand, H. Faharmandian S. & Minaei et.al.,
2016) . Whilst, some study were found to be useful in the project
success part of this research and so as the authors make use of this
literature (George Easton, 2021)
Framework of the Study
Another study was conducted in this study by Morteza and Kavoousi
(20015) to define the concept of project success. Expert's opinion has been
shown to be inconsistent with the recorded literature, especially with respect
to the factors behind the success of the project and the importance of the
criteria. Contrary to expert opinion, literature searches have found that time
is the most important success factor for a project, but management support
is the most important
factor in the survey. In addition, respondents considered that cost, risk,
time, quality, and ultimately scope control needed to be integrated into a
single definition of the most common concept of project control (Phil Nixon,
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2021). Therefore, this was considered a very important success criterion.
Another conclusion of the work of above is that about 43% of the experts
surveyed said that the concept of project success is the same as the concept
of project management success, and the other 46% of participants said that
the project was successful and successful project management is a
completely different concept. Therefore, researchers from different
industries need to consider the differences between these two topics in their
work to avoid inaccurate results when determining the success factors of a
project. For 16 years, the success criteria for the main project focused
primarily on the integrity and operational assumptions of the. However,
early research from the 1980s added the concepts of cost, quality, and time to
the measure of project success. In the project management literature, the
concept of project effectiveness is usually the same as project success.
Success is primarily defined as the opposition to the failure of, the social
status level, and the achievement of goals. Therefore, does not have a specific
measure of project success or effectiveness. Different approaches with
different consequences used to form the organizational environment of have
been presented and discussed. Member attitudes; and results of actions. In
addition, the authors conclude that decisions regarding the success of the
project should be measured against at least three project efficiency criteria.
Direct and business success, customer impact and future plans. The author
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of Aaron (Levy & Dvir, 2017) also examined the impact of certain
combinations of project structure types on the final decision on how
successful a particular project is (Michael, Cosic & Lalic, (2015). Success
Dimension and Measures (Aaron, Levy & Dvir, 2017) Success Ability is the
technical success, the achievement of new product cost goals, and the
external success dimension, namely image acquisition, market share. Success
of the project, that is, achievement of strategic organizational goals,
satisfaction of user needs, that is, satisfaction of stakeholders related to the
product, purpose, user / customer, and the following characteristics The
success of the project is described as ( I) Product success depends on project
management success, (II) product success is influenced by project success,
and (III) time is greatly influenced by project success. Project Management,
generally, if both the project product and project management are successful;
the project is defined as a successful project. On the other hand, claims that
the success of a particular project is also related to the focus on project
quality and performance, which are highly interrelated. The success of a
project organization should focus primarily on teams, project management,
organizations, environments, products, resources, and related technical
factors. Another perspective on the success of the project was introduced. In
this reference, a project will only succeed if the management of the project is
involved and the project is completed with predefined quality within the
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allocated time, budget, and customer requirements. Claims that, important
experimental data to define the success of the project was introduced
through the editing of the survey, which consists of 150 members of
Australian managers of various projects on the context of the project success
criteria. Analysis of surviving data from two different perspectives (1) A
person who understands the success of a project simply as a traditional goal
of project quality, cost, , and time (2) Other parts that saw the success of the
project as the effectiveness of the as a project deliverable (Smith, 2016).
According to the PMBOK Guide 2018, the basic general view of project
success is that a successful project meets time, scope, and cost goals. In
addition, the project will satisfy customers / sponsors and achieve its main
goal, (T., Panatakul, P. &Poil et. al., 2016). This study focuses on defining
and measuring project success. The study stated that successful project
management focuses on the project management process, especially on
successfully completing the project with time, cost and quality in mind. The
author presented a new confirmation of the understanding of success in
(Terry Cooke-Davis, 2020). The study found that customer satisfaction was
the most important criterion for project success, followed by goal
achievement also reports that measuring project success in terms of time,
cost, and quality is outdated.

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Types of management and the styles of leadership
Projects and operations are usually perceived as the two main phases of any
business. The first phase is called the resource consumption phase, and the
second phase creates new resources. In addition, Project is a limited-time
activity with unique results, while operations are permanent activities with
repetitive results (Robert Frese, 2018). These differences between the two
phases of the business result in two different types of management: project
management and operational management. It is expected that these different
forms of management will require managers with different skills and
leadership styles. Shi-wen Chien (2017) discovered the relationship between
the type of management and the leadership style introduced by Behavior
Theory. They claimed that project managers care more about people than
other managers. Shi-wen Chien (2017) argues that relationship-oriented
(individual-oriented) managers have excellent relationships skills and
concludes that they are best suited to be hired as project manager, especially
in international and multicultural projects (Shi-wen Chien,2017).
“A project is a temporary effort to create a unique product, service, or
result” (Project Management Knowledge Database 2012). The nature of the
project is temporary. The project is carried out to produce unique results.
The output can be product service or manipulation of results (Gopesh
Anand, 2020), while they are the execution of continuous activities and
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follow the organization's procedures to achieve the same results or repetitive
outcomes. The operation is permanent. Production, manufacturing, and
accounting are examples of operations (Bf Bjeirmi, 2016). There are three
types of projects: material management, service management, or both.
Material management is the primary form of project management, and
service management is one of the areas normally expected of operations
managers. It is not uncommon for operations managers to have both service
and material elements in their projects (Northouse et.al., 2O19) the role of
operations management in both service management and material
management is certainly huge, and operations managers are processes. Is
running smoothly, the product and the services under his control are
successful and meet the goals of the organization. Operations do not create
new things (projects), but they are necessary to maintain and maintain a
project. Operations are used) Operate a normal business model and achieve
the goals of the project structure (overall goals) (Chiedozie Daniel Opara,
2020).
Project success has long been considered the ability to fall within time,
cost and quality constraints. Many projects have often enough been delivered
within time, cost, and quality, only to be considered failure (Northouse et.al.,
2018). This is the case with many of the projects considered as successfully
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completed and commissioned by the immediate passed administration in
Subic.
Project success has long been seen as the ability to stay within time,
cost and quality constraints. In many cases, many projects have been offered
within the time, cost, and quality that can be considered a failure. This is true
for many of the projects that are considered to have been successfully
completed and commissioned by the local government (Christina Scott-
Young, 2018). These projects are health centers, elementary and junior high
school blocks to bridges, roads, etc., but in reality most of these projects are
still unsuccessful after 5 years. At the same time, other projects that exceed
time or cost constraints are usually considered successful. Therefore, the
project team can be mistakenly blessed or criticized, depending on when the
project is considered successful or unsuccessful. It was this clear paradox
that led the researcher to consider the role of operations management in
successful projects (Opara, Chiedozie Daniel, 2018). Attempts were also
made to distinguish between successful projects, successful project
management, and successful projects.
Figure 1
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PROJECT GOAL
TIME SUCCESS
BUDGET SUCCESS PROJECT

SUCCESS
PROJECT SCOPE
USER/
ORGANIZATIONA
LSATISFACTION
Statement of the Problem
Project completion and project success are crucial results that a
business considers before establishing a physical building of the business.
The role of operations management with these two factors are yet to
determine whether it directly affects or not.
1.1 Does project completion relates to the role of operations
management ?
1.2 Does project sucess directly related to the role of operations
management?
Objectives of the Study

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The general objective of the study is to determine the role of operations
management in successful project. Specifically, the study is structured to
examine.
1. Distinction between project success and project completion
2. The significant relationship between operations management and project
success.
3. The role of operation management in ensuring project success.
Hypothesis/Proposition
H1: The type of management and style of leadership affects project
success and project completion
H0: Operations Management does not affect the project completion.
Hypothesis Testing
A researcher thinks that if the type of management and the style of
leadership is favorable to the employees which results to a
harmonious working environment then project success and project
completion is easy to achieve because the employees will willingly do
it and the expected time to finish the project will be lessen for up to
33%.
Scope and Delimitation

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Project success has long been considered the ability to fall within time,
cost and quality constraints. Many projects have often enough been
delivered within time, cost, and quality, only to be considered failure
(Northouse et.al., 2018). This is the case with many of the projects
considered as successfully completed and commissioned by the immediate
passed administration in Subic.
Significance of the Study
The role of operations management in both services and materials
management is indeed enormous, (D., Raz, T., & Shenhar et. al., 2017) -
The operations managers needs to ensure smooth processes and also make
sure that the products and services under his control successful and meet
organizational objectives (Emanuel Camilleri, 2016 ). Operations do not
produce new things (projects) but they are necessary to maintain and sustain
the project. Operations are used ) run regular business models, achieve the
goal of setting up the project (Wholistic goals).
Definition of Terms
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Iron triangle. Iron Triangle in project management shows in graphical
form how all projects have certain constraints — normally these are cost,
time and scope (thus the name “triple constraints”) with quality as a central
theme.
Literature. Literature refers to a collection of published
information/materials on a particular area of research or topic, such as
books and journal articles of academic value.
Operations management. Operations management (OM) is the
administration of business practices to create the highest level of efficiency
possible within an organization.
Project completion. It includes the final phases of a project: product
acceptance, a final analysis, experience assurance and the final project
resolution. These points are summarized in the project conclusion report.
Only when all activities related to the project have been completed, the
project is finished.
Project success. Project management success is defined by the level of
efficiency the project achieved to reach the project objectives. Efficiency is
related to how the project manages its limited resources to meet the goals
while building good relationships with internal and external stakeholders.

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Chapter 2
METHODOLOGY
This chapter presents and describes the research methodology. It
contains an explanation of the research design, a description of the
participants and setting, the instrument, and its validation and reliability,
ethical considerations, data-gathering procedure, and the treatment of data.
Research Design
Setting and Participants
The survey design method was adopted. The research used both methods of
secondary and primary data collection. Primary data collection consisted of
atleast 20 questionnaires, and secondary data collection was conducted
through scholarly books, journals, and internet reviews of the subject. Survey
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subjects include local government employees, administration students, and
operations management students. However a sample was utilized. The basis
of sampling is justified by law of stratified regularity which holds that on the
average, samples selected from a given population will exhibit the property
itself source. A total of 20 copies of questionnaire were administered, out of
this number, the expected number to be returned is 15.
Sample Size
The researcher handed out 20 questionnaires for 20 respondents and the
answers returned were 15 in numbers. The numbers of returned
questionnaires are acceptable to be used as the basis for the purpose of the
research.
Research Gap
The scope of the research is limited to only in Subic Zambales. Thus, further
study needed to undertake that has a broader scope to determine the
majority result for the purpose of the study.
Instrumentation
In this study, the researcher will be using the questionnaire. The
questionnaire is a set of orderly arranged questions carefully prepared to
answer by a group of people designed to collect facts and information. The
first part of the questionnaire is an answerable table that corresponds to the
correspondent’s capability to determine what project success is. The next

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table determines the respondents knowledge about what is project
completion. The next table determines their knowledge of what are the
criteria’s for a successful project completion. The next table determines how
they are able to achieve the time, cost and quality standards.
Validation and Reliability.
In addition to research reliability, validity is a central feature of research
quality. In connection with the positivist research questionnaire, pretests
measure the reliability of the device and thus verify whether the question
measures the research topic. Therefore, reliability and validity complement
each other. Pre-testing and subsequent revisions to the questionnaire were
carried out to meet the validity requirements. In addition, in questionnaire-
based surveys of positivist studies, many questions are linked to statistical
analysis factors or results, which generate validity. Therefore, the results of
the survey-based survey are linked and used to answer the survey questions
in this task.
In addition to the external reliability and consistency of the findings, it is
important to ensure the consistency of the investigation process, commonly
known as internal reliability. Internal reliability of the can be achieved by
data analysis and collection performed by multiple researchers. In addition,
the coding and interpretation of the data should be stable. The survey was
conducted by two master's students who collected and analyzed the data.
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Regular cross-checks were conducted throughout the investigation process.
The stability of coding and data interpretation was established through the
design of pre-coded answers to the questionnaire.
Ethical Considerations
This study followed the ethical Standards of research. Literature
references for this study were properly cited. The manuscript and were
mentioned in the reference section. In addition, this research was bounded
by the rules of ethics that govern the standards of professional conduct
required of anyone in the field. Study violations such as the manufacture of
research results, plagiarism, academic dishonesty, infringement of
intellectual property, and non-compliance with established ethical principles
were note breached. In addition, this study was in strict compliance with the
Data Privacy Act, which aims to protect all types of information, whether
private, personal, or sensitive.

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Data Gathering Procedures
Data Analysis Technique
Questionnaire
A questionnaire is a research instrument that consists of a set of questions or
other types of prompts that aims to collect information from a respondent.
Journal
A journal is a collection of articles (like a magazine) that is published
regularly throughout the year. Journals present the most recent research,
and journal articles are written by experts, for experts. They may be
published in print or online formats, or both.
Internet
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The Internet (or internet) is the global system of interconnected computer
networks that uses the Internet protocol suite (TCP/IP) to communicate
between networks and devices. It is a network of networks that consists of
private, public, academic, business, and government networks of local to
global scope, linked by a broad array of electronic, wireless, and optical
networking technologies. The Internet carries a vast range of information
resources and services, such as the inter-linked hypertext documents and
applications of the World Wide Web (WWW), electronic mail, telephony, and
file sharing (Bf Bjeirmi, 2016).
Interviews
An interview is essentially a structured conversation where one participant
asks questions, and the other provides answers.[1] In common parlance, the
word "interview" refers to a one-on-one conversation between an interviewer
and an interviewee. The interviewer asks questions to which the interviewee
responds, usually providing information. That information may be used or
provided to other audiences immediately or later. This feature is common to
many types of interviews – a job interview or interview with a witness to an
event may have no other audience present at the time, but the answers will
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be later provided to others in the employment or investigative process. An
interview may also transfer information in both directions
Survey
A survey is a research method used for collecting data from a predefined
group of respondents to gain information and insights into various topics of
interest. They can have multiple purposes, and researchers can conduct it in
many ways depending on the methodology chosen and the study’s goal. In
the year 2020, research is of extreme importance, and hence it’s essential for
us to understand the benefits of social research for a target population using
the right survey tool.

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Chapter 3
RESULTS AND DISCUSSIONS
This chapter presents the results and discussions of the findings. The
presentation follows the sequence of the specific problems.
Table 1 : meaning of project success ( 15 respondents )
It means: project management success 12
It means: operation management success 2
Both PM and OM success 1
Total 15
From the table above: 12 respondents affirmed that project success is project
management success; 2 respondents affirmed that project success is
operation management success; 1 respondent affirmed that project success is
both PM and OM.

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Table 2: point/period of asserting success to a project
When it completed within time, cost and quality 3
When it produce output (product/service/result) 4
When stakeholders are satisfied 1
When it satisfies users needs 5
When team members are satisfied 0
When it meet organizational goal 1
When there is high standard of work 1
From the table above, most of the respondents assert that a project is
successful when such a project is able to meet or satisfies the user's needs.
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Chapter 4
SUMMARY, CONCLUSION, AND RECOMMENDATION
This chapter presents a summary of the problem, conclusions, and
recommendations.
Summary of the Problem
Project completion and project success are crucial results that a
business considers before establishing a physical building of the business.
The role of operations management with these two factors is yet to determine
whether it directly affects or not.
1.1 Does project completion relates to the role of operations
management?
1.2 Does project sucess directly related to the role of operations
management?
Conclusions
According to the findings, there is a considerable difference between project
success and project completion success. When a project is delivered on time,
on budget, and with good quality, it is considered to be finished successfully.
When a project is used to meet the needs of users, performance
requirements, and product/service requirements, it is considered a success.
There is a strong connection between project performance and operations

KOLEHIYO NG SUBIC
28
management. Operations management, with its elements of strategic
planning, cement accounting, information technology, and quality control
and assurance, keeps a project running, ices production to meet users' needs,
and has a favorable impact on the host environment.
Recommendations
The role of operations management in relation to project success and
project completion is vital to the growing economy of Subic, Zambales. Thus,
studying the core of its relation is needed to determine in which area is
needed for any kind of improvements.
The scope of the research is only limited to a specific place and it is
recommended to conduct a broader area of research for general use.
The research conducted can be used as a guide for any business
enthusiasts before entering the corporate world. But due to the rapidly
changing business world, this research might be irrelevant in some cases
thus another research might be conducted.

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REFERENCES
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REFERENCES
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Adnane Belout ( 2020). Factors influencing project success: the impact of human
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7863(03)00003-6
Angus G. Yu (2016). International Journal of Project Management. 23(6). 428-436.
https://doi.org/10.1016/j.ijproman.2005.01.008
Anthony Yeong. (2021 ). Integrating knowledge management with project
management for project success.
https://epress.lib.uts.edu.au/journals/index.php/pppm/article/view/1735
Ak Munns (2016). The role of project management in achieving project success,
14(2), 81-87. https://doi.org/10.1016/0263-7863(95)00057-7
Bf Bjeirmi ( 2016). The role of project management in achieving project success,
14(2), 81-87. https://doi.org/10.1016/0263-7863(95)00057-7
Chiedozie Daniel Opara (2020). The role of operation management in project
completion. 3(1). https://gjmss.org/index.php/gjmss/article/view/7
Christina Scott-Young (2018). Project success and project team management:
Evidence from capital projects in the process industries.
https://doi.org/10.1016/j.jom.2007.10.006
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Dvir, D., Raz, T., & Shenhar, A. (2017) An empirical analysis of the
Relationship between project planning and project success. International
Journal of Project Management
Emanuel Camilleri (2016 ). Project Success. 324.
https://doi.org/10.4324/9781315602493
Fortune, J., & White, D. (2016). Framing of Project Critical SuccessFactors by
a Systems model. International Journal of Project Management 24, 53-65
George Easton ( 2021). The role of experience in six sigma project success: An
empirical analysis of improvement projects. 30. 7-8.
Gopesh Anand ( 2020). Role of explicit and tacit knowledge in Six Sigma projects:
An empirical examination of differential project success. 28(4). 303-315.
Jeffrey Pinto ( 2017). Elements of Project Success.
https://www.researchgate.net/profile/Jeffrey-Pinto-2/publication/230315112_
The_Elements_of_Project_Success/links/5b7d6b88a6fdcc5f8b5bc2c5/The-
Elements-of-Project-Success.pdf#page=24
Jim Johnson ( 2021 ). Collaborating on Project Success.
https://www.researchgate.net/profile/Jim-Johnson-12/publication/237133079
_Collaborating_on_Project_Success/links/5fad498b299bf18c5b6a29f7/
Collaborating-on-Project-Success.pdf
KOLEHIYO NG SUBIC
32
Jumana Al-Shweiki ( 2021). How Operations Management relate to or vary from
Project Management? https://www.completechaintech.com/blog/how-
operations-management-relate-or-vary-project-management
Kam Jugdev (2016). A Retrospective look at our Evolving Understanding of Project
Success. https://doi.org/10.1177/875697280503600403
Matthias Albert ( 2017). Evaluation of project success: a structured literature review.
10(4). https://www.emerald.com/insight/content/doi/10.1108/IJMPB-01-
2017-0004/full/html
Minavand, H. Faharmandian S. & Minaei, V (2016) HR Challenges of Project
Managers IOSR Journal of Business and Managemen
Mulliins, L. J (2O20). Management and Organizational behaviour, Pitrman
Publishers
Northouse, P. G (2018). Leadership Theory and Practiced (5th.ed). Thousand
Oaks, CA: Safe
Northouse, P. G (2O19).Introduction to leadership concepts and Practice. Sage
Publications, incorporated
Opara, Chiedozie Daniel (2018). The role of operations management in project
success and projectcompletion
Phil Nixon ( 2021). Leadership performance is significant to project success or
failure: a critical analysis.1741-0401.

KOLEHIYO NG SUBIC
33
https://www.emerald.com/insight/content/doi/10.1108/17410401211194699/
full/html
Robert Frese (December, 2018). Project success and failure:what is success, what is
failure, and how can you improve your odds for success.
Sean Maserang (2018). Project Management: Tools & Techniques.
http://www.umsl.edu/~sauterv/analysis/488_f02_papers/ProjMgmt.html
Shi-wen Chien ( 2017). The influence of centrifugal and centripetal forces on ERP
project success in small and medium-sized enterprises in China and Taiwan.
https://doi.org/10.1016/j.ijpe.2006.10.002
Smith (2016). Effective Front-End Project Management A Key to Achieving Project
Success in DevelopingCountries.
https://pure.bond.edu.au/ws/portalfiles/portal/29619563/Effective_Front_End
_Project_Management.pdf
Terry Cooke-Davis ( 2020). Project and programme management. 20(3) 185-190.
https://www.researchgate.net/publication/222689147_The_real_success_fact
ors_on_projects
T., Panatakul, P. &Poil, M.(2016) Project Strategy: The missinglink. Paper
Accepted to academy of Management Annual Meeting, Honolulu, Hawaii
USA
KOLEHIYO NG SUBIC
34
ACKNOWLEDGMENTS
KOLEHIYO NG SUBIC
35
Acknowledgments
First, we would like to thank God for the strength, wisdom and
knowledge He has given us to still make it through this hard times
of our student life. Truly that there is success when His name is
lifted up.
We would also like to thank our families who never gave up on us

and bear the struggles we faced while making this research.
Our friends who always support us emotionally whenever we feel

like giving up
KOLEHIYO NG SUBIC
36
APPENDICES
KOLEHIYO NG SUBIC
37
Appendix A
RESEARCH ETHICS REVIEW CLEARANCE FORM
Name of Researcher: ________________________________
Degree Program: _________ Expected Date of Completion: __________
Research Title:
_______________________________________________
_
_______________________________________________
_______________________________________________
__
-----------------------------------------------------------------------------------------
To the best of my knowledge, the ethical issues and principles have

been addressed in this research. I confirm that the student-researcher can
conduct this research safely and ethically.
_________________________
Signature of Adviser
Date:
--------------------------------------------------------------------------------
Based on the review committee's recommendation, I certify that the

student-researcher's ethical issues and principles have complied with this
research. Thus, this research ethics review clearance form is granted.
Dr. Rey E. Enciso

Director
Research, Innovation and Knowledge Development Office (RIKDO)
KOLEHIYO NG SUBIC
38
Appendix B
INFORMED CONSENT
My name is ________________ and I am a _________student at

___________________. I am doing a study about
_______________________ as a course requirement. If you agree to
participate, it would involve ___________________(e.g filling out a
questionnaire, etc.) that would take about __________minutes of your
time. There is no risk associated with the study. You are under no
requirement to participate; you may withdraw from the study at any time.
You will not be penalized for not participating or for withdrawing. No
information that identifies you personally will be collected. Your
participation will be anonymous, and all information will be kept
confidential. The ______________(scores or questionnaires, etc.) will be
shredded by the researcher/ adviser at the end of the study to ensure the
confidentiality of your responses. If you have any questions or concerns
about the study, please contact the Graduate School Dean,
__________________, email address: ccirespub@gmail.com. If you are
interested in the findings of this study, please feel free to
_________________ (e.g. attend the poster/ power point presentation or
contact the researcher/ adviser).
------------------------------------------------------------------------------------------
I agree to take part in this study, which has been explained to me. I
have been allowed to ask questions about the study. I understand that any
questions I answer will be anonymous and that my identity will not be
disclosed at any point. I also understand that my participation is entirely
voluntary, and I may withdraw from the study at any time. I am 18 years old
or over and am legally able to provide consent.
KOLEHIYO NG SUBIC
39
______________________
Signature of participant & date
Appendix C
PERMIT/ LETTERTO THE AUTHORITIES

(scanned from the original and signed letter)
KOLEHIYO NG SUBIC
40
Appendix D
INSTRUCTION LETTER TO THE PARTICIPANT
Dear Sir/Madam,
I am conducting a research study to look at " The Role of Operations
Management in Project Success and Project Completion " as part of the
requirements needed to finish my study. Therefore, I need the view of
experienced "Supply chain/ Procurement/ Production/ Quality/ Operations"
managers.
For this purpose, I require your help in getting responses from relevant
persons from your contacts.
Best Regards,
Name
Date
KOLEHIYO NG SUBIC
41
Appendix E
SURVEY-QUESTIONNAIRE
Question : Can you consider project success as... write check ( ) if desired
Project Management Success
Operation Management Success
Both PM and OM Success
Question : How do you measure Project Success
When it completed within time, cost and quality
When it produce output
When stake holders are satisfied
When it satisfies users needs
When team members are satisfied
When it meet organizational goal
When there is high standard of work

KOLEHIYO NG SUBIC
42
Appendix F
INTERVIEW GUIDE
Question 1
What is your name
Question 2
What is your position in the company
Question 3
How old are you
Question 4
Do you have any knowledge about what is project success
Question 5
Do you have any knowledge about what is project completion
Question 6
What is the difference between project success and project completion
Question 7
Do you have any knowledge about what is the role of operations
management in project success and project completion
KOLEHIYO NG SUBIC
43
Appendix G
*CONSULTATION FORM 1*
STUDENT'S RECORD OF MEETINGS/
TRANSACTIONS/CONSULTATIONS WITH THE DEAN
Name of Student: _________________________________________________

Program_________________________ School Year: ____________________
Date Transaction Duration- Dean's Remarks (Indicate

Mode of Indicate Signature accomplishment or
Transaction/ the progress)
Advising (personal Number of
meeting, e-mail, Hours/
call) Minutes
[Use Extra Sheets as Necessary]

KOLEHIYO NG SUBIC
44
(Note: The student's accomplished record of transactions should be presented to the Dean as
required during the scheduled final oral defense).
Appendix H
*CONSULTATION FORM 2*
STUDENT'S RECORD OF MEETINGS/
TRANSACTIONS/CONSULTATIONS WITH THE MENTOR
Name of Student: _________________________________________________

Program_________________________ School Year: ____________________
Date Transaction Duration- Mentor's Remarks (Indicate

Mode of Indicate Signature accomplishment or
Transaction/ the progress)
Advising (personal Number of
meeting, e-mail, Hours/
call) Minutes
[Use Extra Sheets as Necessary]

KOLEHIYO NG SUBIC
45
(Note: The student's accomplished record of transactions should be presented to the Dean as
required during the scheduled final oral defense).
ABOUT THE AUTHOR

KOLEHIYO NG SUBIC
46
ABOUT THE AUTHOR
2X2
FORMAL FACE
PHOTO
(Essay format of 250-350 words only! Georgia, 11pt.; single-spaced; one page)
KOLEHIYO NG SUBIC
47
THE RESEARCH ARTICLE

KOLEHIYO NG SUBIC
48
Transfiguring research outputs for possible presentations and

publications in an international journal
(name ng grupo niyo alphabetical una apelyido)

Bachelor of Science in Business Administration Major in Operations Management
Kolehiyo ng Subic
==========================================================
Abstract- According to the findings, there is a considerable difference between
project success and project completion success. When a project is delivered on
time, on budget, and with good quality, it is considered to be finished successfully.
When a project is used to meet the needs of users, performance requirements, and
product/service requirements, it is considered a success. There is a strong
connection between project performance and operations management. Operations
management, with its elements of strategic planning, cement accounting,
information technology, and quality control and assurance, keeps a project
running, ices production to meet users' needs, and has a favorable impact on the
host environment.
Keywords: project success, project completion, operations management,

Subic/Zambales, Philippines
=========================================================
Introduction
The role of various project management techniques in the successful
implementation of a project is widespread in areas such as time, cost, and quality
planning and management (Adnane Belou, 2020). Nevertheless, the difference
between project and project management is inaccurate. The purpose of this white
paper is to identify duplicates in project definition and project management and
explain how the confusion between the two affects their relationship. Identify the
different people involved in the project and project management, along with their
goals, expectations, and influence (Maserang, 2018). This shows that a better
understanding of the difference between the two will increase the chances of a
successful project (Jumana Al-Shweiki, 2021).
As a general rule, implicitly or explicitly, authors discuss project success with
the confidence that it is more than project management success or project
management success (Frese, 2018). Project success has long been seen as the
ability to stay within time, cost and quality constraints. The "Time / Cost / Quality
Triangle" or "Iron Triangle" or "Golden Triangle" (Kam Jugdev, 2016), which
some experts call the "Holy Trinity" or "Virtue Triangle", is the definition of the
project. Is sufficient), but keeps and keeps the project operational (Anthony
Yeong, 2021 ).
A project can be of three types-materials management, service management
or both (Matthias Albert, 2017). Material management is the primary form of
KOLEHIYO NG SUBIC
49
project management, services management is one of the areas an operations

manager is usually expected to look after. It is not unusual for operations
manager to have both service and material elements in one project (Ak Munns,
2016).
Methodology
The research was conducted through giving out a fill-out form to the 15
respondents. The form has an appropriate questions regarding the research target.
the respondents were allowed up to 30 minutes to answers all the questions
included. The process were: identifying the problem, reviewing literature, setting
research questions, choosing the study design, deciding on the sample design,
collecting data, processing and analyzing data, and writing the report.
Results and Discussion

The result of the research given by the answers from the questionnaire clearly states
that most businesses are unknowledgeable to the differences between project
success and project completion. Thus making it hard for them to answers the
proceeding questions. The interviewer however, clarified that uncertainty among
the respondents by giving them enough knowledge about the said topic ( please see
table 1). In table number 2, the respondents believe that project success and project
completion were monitored if it satisfies the user's needs.
Conclusion and Recommendation

According to the findings, there is a considerable difference between project success
and project completion success. When a project is delivered on time, on budget, and
with good quality, it is considered to be finished successfully. When a project is used
to meet the needs of users, performance requirements, and product/service
requirements, it is considered a success. There is a strong connection between
project performance and operations management. Operations management, with its
elements of strategic planning, cement accounting, information technology, and
quality control and assurance, keeps a project running, ices production to meet
users' needs, and has a favorable impact on the host environment.
The role of operations management in relation to project success and project
completion is vital to the growing economy of Subic, Zambales. Thus, studying the
core of its relation is needed to determine in which area is needed for any kind of
improvements. The scope of the research is only limited to a specific place and it is
recommended to conduct a broader area of research for general use. The research
conducted can be used as a guide for any business enthusiasts before entering the
corporate world. But due to the rapidly changing business world, this research
might be irrelevant in some cases thus another research might be conducted.
KOLEHIYO NG SUBIC
50
References
Aaron Shenhar ( 2021 ). Project Success: A Multidimensional Strategic Concept. 34
(6). 699-725. https://doi.org/10.1016/S0024-6301(01)00097-8
Adnane Belout ( 2020). Factors influencing project success: the impact of human
resource management. 22(1). 1-11. https://doi.org/10.1016/S0263-
7863(03)00003-6
Angus G. Yu (2016). International Journal of Project Management. 23(6). 428-436.
https://doi.org/10.1016/j.ijproman.2005.01.008
Anthony Yeong. (2021 ). Integrating knowledge management with project
management for project success.
https://epress.lib.uts.edu.au/journals/index.php/pppm/article/view/1735
Ak Munns (2016). The role of project management in achieving project success,
14(2), 81-87. https://doi.org/10.1016/0263-7863(95)00057-7
Bf Bjeirmi ( 2016). The role of project management in achieving project success,
14(2), 81-87. https://doi.org/10.1016/0263-7863(95)00057-7
Chiedozie Daniel Opara (2020). The role of operation management in project
completion. 3(1). https://gjmss.org/index.php/gjmss/article/view/7
Christina Scott-Young (2018). Project success and project team management:
Evidence from capital projects in the process industries.
Dvir, D., Raz, T., & Shenhar, A. (2017) An empirical analysis of the
Relationship between project planning and project success. International
Journal of Project Management
Emanuel Camilleri (2016 ). Project Success. 324.
https://doi.org/10.4324/9781315602493
Fortune, J., & White, D. (2016). Framing of Project Critical SuccessFactors by
a Systems model. International Journal of Project Management 24, 53-65
George Easton ( 2021). The role of experience in six sigma project success: An
empirical analysis of improvement projects. 30. 7-8.
Gopesh Anand ( 2020). Role of explicit and tacit knowledge in Six Sigma projects:
An empirical examination of differential project success. 28(4). 303-315.
Jeffrey Pinto ( 2017). Elements of Project Success.
https://www.researchgate.net/profile/Jeffrey-Pinto-2/publication/2303151
12_The_Elements_of_Project_Success/links/
5b7d6b88a6fdcc5f8b5bc2c5/The-Elements-of-Project-Success.pdf#page=24
Jim Johnson ( 2021 ). Collaborating on Project Success.
https://www.researchgate.net/profile/Jim-Johnson-12/publication/237133
079_Collaborating_on_Project_Success/links/
5fad498b299bf18c5b6a29f7/Collaborating-on-Project-Success.pdf
KOLEHIYO NG SUBIC
51
Jumana Al-Shweiki ( 2021). How Operations Management relate to or vary from

Project Management? https://www.completechaintech.com/blog/how-
operations-management-relate-or-vary-project-management
Kam Jugdev (2016). A Retrospective look at our Evolving Understanding of Project
Success. https://doi.org/10.1177/875697280503600403
Matthias Albert ( 2017). Evaluation of project success: a structured literature
review. 10(4).
https://www.emerald.com/insight/content/doi/10.1108/IJMPB-01-2017-
0004/full/html
Minavand, H. Faharmandian S. & Minaei, V (2016) HR Challenges of Project
Managers IOSR Journal of Business and Managemen
Mulliins, L. J (2O20). Management and Organizational behaviour, Pitrman
Publishers
Northouse, P. G (2018). Leadership Theory and Practiced (5th.ed). Thousand
Oaks, CA: Safe
Northouse, P. G (2O19).Introduction to leadership concepts and Practice. Sage
Publications, incorporated
Opara, Chiedozie Daniel (2018). The role of operations management in project
success and projectcompletion
Phil Nixon ( 2021). Leadership performance is significant to project success or
failure: a critical analysis.1741-0401.
https://www.emerald.com/insight/content/doi/10.1108/1741040121119469
9/full/html
Robert Frese (December, 2018). Project success and failure:what is success, what is
failure, and how can you improve your odds for success.
Sean Maserang (2018). Project Management: Tools & Techniques.
http://www.umsl.edu/~sauterv/analysis/488_f02_papers/ProjMgmt.html
Shi-wen Chien ( 2017). The influence of centrifugal and centripetal forces on ERP
project success in small and medium-sized enterprises in China and Taiwan.
https://doi.org/10.1016/j.ijpe.2006.10.002
Smith (2016). Effective Front-End Project Management A Key to Achieving Project
Success in DevelopingCountries.
https://pure.bond.edu.au/ws/portalfiles/portal/29619563/Effective_Front
_End_Project_Management.pdf
Terry Cooke-Davis ( 2020). Project and programme management. 20(3) 185-190.
https://www.researchgate.net/publication/222689147_The_real_success_f
actors_on_projects
T., Panatakul, P. &Poil, M.(2016) Project Strategy: The missinglink. Paper
Accepted to academy of Management Annual Meeting, Honolulu, Hawaii
USA

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KOLEHIYO NG SUBIC

WFI Compound, Wawandue, Subic

THE ROLE OF OPERATIONS MANAGEMENT IN PROJECT

COMPLETION AND PROJECT SUCCESS

BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION MAJOR IN

This manuscript entitled

AND PROJECT COMPLETION

in partial fulfillment of the requirements for the degree of

MAJOR IN OPERATIONS MANAGEMENT

prepared and submitted by

DR. (FULL NAME OF YOUR ADVISER-ALL CAPS)

Approved by the Committee of Oral Examiners

Accepted as a requirement for the degree of

THE ROLE OF OPERATIONS MANAGEMENT IN PROJECT

SUCCESS AND PROJECT COMPLETION

Actual Date of Proposal Defense

TITLE PAGE …………………………………………………………..…………………….……0

APPROVAL SHEET ……………………………………………………………….……..……1

TABLE OF CONTENTS ……………………………………………………………..………3

1 THE PROBLEM AND ITS BACKGROUND

Framework of the Study ……………………………………………….…………7

Statement of the Problem ……….…………………………………….……….13

Scope and Delimitation ………………………………………………....……14b

Significance of the Study ……………………………………………..….……14c

Definition of Terms …………………………………………………...….………15

Setting and Participants ……………………………………………..……….16b

Ethical Considerations ………………………………………………....………18

Data-Gathering Procedure …………………………………………..………19a

Data Analysis Technique ……………………………………………..………19b

3 RESULTS AND DISCUSSION

Meaning of Project Success……………………………………………….……22

Point/Period of Asserting Success to a Project…………......…………23

4 SUMMARY, CONCLUSION AND RECOMMENDATION

ABOUT THE AUTHOR ………………………………………….....…….………..42

THE RESEARCH ARTICLE………………………………….……….…………..44

REPORT & CERTIFICATION OF THE STATISTICIAN (Including CV)

THE PROBLEM AND ITS BACKGROUND

The role of various project management techniques in the successful

implementation of a project is widespread in areas such as time, cost, and

quality planning and management (Adnane Belou, 2020). Nevertheless,

the difference between project and project management is inaccurate. The

purpose of this white paper is to identify duplicates in project definition

affects their relationship. Identify the different people involved in the

influence (Maserang, 2018). This shows that a better understanding of the

(Jumana Al-Shweiki, 2021).

As a general rule, implicitly or explicitly, authors discuss project

success with the confidence that it is more than project management

success or project management success (Frese, 2018). Project success has

constraints. The "Time / Cost / Quality Triangle" or "Iron Triangle" or

Trinity" or "Virtue Triangle", is the definition of the project. Is sufficient),

A project can be of three types-materials management, service

management or both (Matthias Albert, 2017). Material management is the

primary form of project management, services management is one of the

areas an operations manager is usually expected to look after. It is not

unusual for operations manager to have both service and material

elements in one project (Ak Munns, 2016).

The general objective of this study is to determine the role of

successful project. Specifically, the study is structured to examine

(Mulliins et.al., 2O20).