Date of Conferral
7-28-2026
Date of Award
July 2026
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Kim Critchlow
Abstract
Persistent project failures result in significant financial losses and reduced project management efficacy. Project managers who struggle to complete projects to scope, on time, and on budget risk reducing business performance and organizational value. Grounded in change management theory and theory of constraints, the purpose of this qualitative pragmatic inquiry research project was to identify and explore effective strategies project managers employ to mitigate constraints and improve project success. Participants were 10 project managers who effectively mitigated constraints. Data were collected using semistructured interviews and publicly available documents. Thematic analysis yielded four key themes: leadership, resource management, stakeholder engagement, and strategic planning. A key recommendation is for project managers to proactively address human-centered factors through leadership, stakeholder engagement, resource management, and strategic planning practices. Implications for positive social change include the potential to improve project outcomes that benefit organizations, employees, customers, and communities they serve through successful delivery of products, services, and strategic initiatives.
Recommended Citation
Washington, Teela, "Strategies Managers Used to Mitigate Constraints for Project Success" (2026). Walden Dissertations and Doctoral Studies. 20433.
https://scholarworks.waldenu.edu/dissertations/20433
