The Impact of Engineering Project Management Practices on Organizational Performance in Engineering Organizations: A Field Study of Al-Ewan Engineering Consultancy
Keywords:
Engineering Project Management, Organizational Performance, Project Planning, Cost and Time Control, Risk ManagementAbstract
This study examines the impact of engineering project management practices on organizational performance in engineering organizations, with a particular focus on Al-Ewan Engineering Consultancy. The research aims to identify the extent to which key project management practices—such as project planning, time management, cost control, quality management, risk management, and communication—contribute to improving organizational performance.
To achieve the objectives of the study, a quantitative research approach was adopted using a structured questionnaire distributed to a sample of engineers, project managers, and administrative staff at Al-Ewan Engineering Consultancy. The collected data were analyzed using the Statistical Package for the Social Sciences (SPSS). Descriptive statistical methods, reliability tests, correlation analysis, and linear regression analysis were employed to test the research hypotheses and examine the relationships between the study variables.
The findings reveal a statistically significant positive impact of engineering project management practices on organizational performance. The results indicate that effective planning, efficient control of time and costs, and systematic risk management play a crucial role in enhancing productivity, operational efficiency, and overall organizational effectiveness. Based on these findings, the study provides practical recommendations for engineering organizations seeking to improve their performance through the adoption and development of structured project management practices
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