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
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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
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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

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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

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.

https://doi.org/10.1016/j.jom.2007.10.006
 KOLEHIYO NG SUBIC
WFI Compound, Wawandue, Subic
Zambales, Philippines
31

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.

https://doi.org/10.1016/j.jom.2012.08.002

Gopesh Anand ( 2020). Role of explicit and tacit knowledge in Six Sigma projects:

An empirical examination of differential project success. 28(4). 303-315.

https://doi.org/10.1016/j.jom.2009.10.003

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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
34

ACKNOWLEDGMENTS
 KOLEHIYO NG SUBIC
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
36

APPENDICES
 KOLEHIYO NG SUBIC
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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: [email protected]. 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
WFI Compound, Wawandue, Subic
Zambales, Philippines
39

______________________
Signature of participant & date

Appendix C

PERMIT/ LETTERTO THE AUTHORITIES

(scanned from the original and signed letter)
 KOLEHIYO NG SUBIC
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
46

ABOUT THE AUTHOR

2X2
FORMAL FACE
PHOTO

(Essay format of 250-350 words only! Georgia, 11pt.; single-spaced; one page)
 KOLEHIYO NG SUBIC
WFI Compound, Wawandue, Subic
Zambales, Philippines
47

THE RESEARCH ARTICLE

 KOLEHIYO NG SUBIC
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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.
https://doi.org/10.1016/j.jom.2007.10.006
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.
https://doi.org/10.1016/j.jom.2012.08.002
Gopesh Anand ( 2020). Role of explicit and tacit knowledge in Six Sigma projects:
An empirical examination of differential project success. 28(4). 303-315.
https://doi.org/10.1016/j.jom.2009.10.003
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
WFI Compound, Wawandue, Subic
Zambales, Philippines
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