# An Assessment of the Factors Impacting Project Success in the Engineering Sector
## 6 Discussion  
The limitations and potential biases are discussed in this paragraph. The sample size of this research is limited to South Africa, so this might not be adequate to represent the continent or the world. Also, the research does not necessarily cover all provinces in South Africa, limiting the broadness of the data collected. Thus, the results are generalised to South Africa but cannot be generalised to the rest of the world. The sampling could be biassed because the sample may not cover every department in every organisation. However, the participant's response is expected to be as accurate as possible. It also needs to be highlighted that the high non-response rate could indicate biassed findings, given the possibility that those who did not respond could have given different information from those who participated. There is a possibility that participants from the engineering projects sector might have not fully understood what is expected and might have misinterpreted the questions. This could have resulted in inaccurate participant responses, leading to unreliable data. Given the nature of the research question, ethical constraints were not a significant factor limiting the gathering of the required information. The research was designed to achieve its outcome without compromising any moral considerations. The regression analysis from this study highlights that company culture is a significant factor, indicating its integral role in the regression model and its substantial impact on project success. This finding aligns with the existing literature, which emphasises the importance of organisational culture in project management and performance improvement. For instance, [PERSON] and [PERSON] (2013) noted that project partners whose organisational culture is not aligned with necessary changes are more likely to resist efforts to implement performance improvements [33]. This underscores the critical role that a supportive company culture plays in facilitating successful project outcomes. Moreover, [PERSON] (2016) asserted that an effective company culture positively impacts operational performance, particularly when implementing lean techniques [34]. This is consistent with the findings of [PERSON] et al. (2017), who emphasised that the prevailing values, norms, and practises within a company are pivotal in shaping the implementation and sustainability of lean principles across various aspects of an organisation's operations [35]. Numerous studies have explored the adoption of lean techniques and have consistently highlighted the crucial role of company culture in successfully implementing these principles [34]. The results from this research also suggest a reduced propensity for adversarial behaviour within the workplace environment, indicating a diminished inclination towards confrontational dynamics. This finding aligns with the literature that promotes a collaborative and harmonious workplace culture as a key enabler of successful project outcomes and lean implementation. The analysis in this study reveals that effective management is a significant determinant of project success, underscoring its vital role within the regression model. The importance of effective project management is well documented across various industries. [PERSON] (2018) emphasises that project management is a strategic approach widely employed to enhance success rates by efficiently coordinating resources and efforts [1]. Central to this success is the competency of project managers, whose expertise in planning, organising, and executing projects is crucial for meeting objectives on time and within budget. This aligns with the findings of this study, which highlight the critical impact of management proficiency on project outcomes. Furthermore, [PERSON] (2019) underscores the importance of well-informed and timely decision-making in driving project success [4].