Both sustainability and strategic goals are realized in the course of implementing projects and in this way, projects are crucial for companies. Despite the growing importance of projects and the vast resources allocated to them, the success rates achieved by these projects are still considered low. Numerous reasons have been identified in the literature for why a project might succeed or fail, and it has also been revealed that a competent project manager is a key factor in this process. However, papers have mainly focused on analyzing the required competencies in general, while the sector involved is rarely considered. Thus, this paper investigates, within an exploratory framework, the success and failure rates of projects and project management competencies in Hungarian public- and private-sector organizations by using the Mann–Whitney test. Based on the results, the authors reject the idea that public-sector organizations perform better than those in the private sector, but the analysis of the data also revealed that there were differences in the perceived importance of skills in the two sectors. Customer orientation and business acumen were considered significantly more important in the private sector than in the public sector, based on the sample available. This study also revealed possible correlations among the knowledge areas and skills required. In addition to contributions to the understanding of project success, this paper can also help to improve the project management frameworks applied in public and private companies. Furthermore, the findings can be adapted for projects that require a special attribute, such as sustainability.

The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical success factors and success criteria. The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector.

Agile methodologies, initially designed for the project level, face challenges when applied at enterprise levels where complex projects and diverse stakeholders are involved. To meet this challenge, several large-scale agile methodologies have been proposed. However, these approaches are not flexible enough or tailored to the needs of organizations, projects, and their teams. It is in this context that hybrid methodologies have emerged. This study aims to conduct a systematic literature review to trace the evolution of hybrid scaling of agile and characterize different approaches to implement it. This study starts by assessing 1509 studies through the use of the PRISMA 2020 framework and identifies 38 relevant studies in this field. The findings indicate that the majority of studies are from 2021 onwards and that qualitative methodologies supported by case studies predominate, making it possible to characterize tailoring processes in these organizations. Moreover, the implementation of hybrid scaling of agile is supported by the paradigm of ambidextrous strategy, a combination of agile with traditional project management methodologies, and continuous improvements. This study contributes insights into navigating the complexities of agile scaling, offering practical guidance for organizations seeking to optimize their project management practices.

A projektsiker kiemelt fontossággal bír minden projektvezető számára. Ebből fakadóan a szakirodalom igen gazdag, fő fókuszuk a sikerkritériumok és kritikus sikertényezők meghatározása volt. Az előbbi a projektet értékeli sikeresség szempontjából, míg az utóbbiak közé azok a faktorok tartoznak, amelyek a projektsiker esélyét növelik. Azonban a kettő közötti kapcsolat ritkán került vizsgálatra. A tanulmány célja, hogy azonosítson egy olyan vezetési stílust (mint kritikus sikertényező), amivel a projektvezetők növelhetik esélyüket a projektsiker elérésére. A projektsiker elemzése során a szerző figyelembe vette a fent említett hiányosságot, és a sikerkritériumok alapján értékelte és kiküszöbölte azt. A kutatás eredményeinek alapjául egy multinacionális cég hazai leányvállalata szolgált.