## 5 Discussion  
The findings of this study provide a comprehensive theoretical and practical understanding of the role of digital infrastructure, enabling elements in achieving project management success. The utilization of the hybrid MCA approach has provided conclusions on how different enabling elements associated with the three pillars of digital infrastructure contribute to project management success. This section reflects on the results, examines the implications of the rankings, and considers the broader context of these findings in the existing literature. The survey distribution process involved respondents with extensive experience in project management and Industry 4.0. Therefore, datasets have been collected for use as the required input that laid the basis for the MCA. Survey 1 focused on gathering insights from project management experts, while Surveys 2 and 3 targeted respondents with experience in both project management and Industry 4.0. The dual expertise of respondents was crucial for linking digital infrastructure with project management success, reinforcing the validity and credibility of the results. The use of AHP to reduce the number of criteria from 11 to 7 based on a weight cut-off limit was a key methodological decision that streamlined the analysis. This step effectively removed less influential criteria, maintaining analytical consistency with an acceptable consistency ratio (0.05423). The subsequent FAHP analysis further refined the criteria by calculating their normalized weights, which were then used in the FTOPSIS analysis to rank the enabling elements. This multi-step hybrid approach allowed for a detailed understanding of the relative importance of various elements with reference to multiple identified criteria. Figure 4: The scenario analysis for the eight enabling elements of digital infrastructure based on four scenarios (**a**) Original scenario; (**b**) Scenario A of equal criteria weights; (**c**) Scenario B whereby C1 (Compliance with the budget) is excluded; (**d**) Scenario C whereby C2 (Compliance with the schedule) is excluded. The MCA has resulted in the identification of Industry 4.0 Enabling Technologies (DT2) as the most significant enabling element across the digital infrastructure pillars. This finding aligns with the emphasis of the literature on the critical role of advanced digital technologies, such as artificial intelligence, big data analytics, and the Internet of Things (IoT), in transforming project management practices. However, it is important to note that other factors, such as Digitally Competent Employees (DF2) and Digital Transformation (DT1), have also been identified as significant enabling elements, suggesting that a comprehensive approach that integrates technology with activities that improve the workforce capability, can contribute to achieving project management success. This supports the perspective suggested in several articles [11, 16, 50, 57] that digital infrastructure is not only about technology but also about people, leadership, competencies, and skills. The scenario analysis conducted in this article provides insights into the validity of the final ranking under different assumptions. In Scenarios B and C, where \"compliance with schedule\" and \"compliance with budget\" were excluded, respectively, Digitally Competent Employees (DF2) rose to the top position. Additionally, the CCi of Digital Teams (DF1) rose significantly in Scenario C when \"compliance with budget\" was excluded from the FTOPSIS criteria. These changes in the significance of enabling elements as well as the shifts in their positions, highlight the dynamic effect of the project management success indicators on the enabling elements, indicating that the importance of a specific element may change depending on the context, priorities, or sector of the organization.