The success of a project mainly depends upon meticulous planning of such variables as cost, scope and labour. The importance of project management has gained considerable importance recently in both small-scale enterprises and large multinational corporations, which has led project management to be regarded as a critical constituent of enterprise performance. The implementation of a project as planned is only possible with the help of a control mechanism. Recent research indicates that projects that fail to yield intended outcomes lack appropriate control mechanisms. Similarly, research findings also confirm that those projects that have control mechanisms contribute to overall performance increases. Contingency theory outlines that the conditions surrounding each enterprise are unique; and it is highly important that each enterprise designs its own control mechanism based on its organizational structure and other unique characteristics instead of adopting universal, one-size-fits-all solutions. Related literature points out that integration of contingency theory perspective into project management control system design helps increase enterprise performance. In this regard, the current study both investigates project management from the perspective of contingency theory and undertakes a theoretical analysis of the effects of contingency-based project management control on project performance.
Project Management, Contingency Theory, Management Control Systems, Project Performance