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A cost estimate is considered to have a high impact on software project success. Because of this, different methodologies for creating an accurate estimate have been studied over decades. Many methodologies produce accurate results, when used properly. However, software projects still suffer from inaccurate estimates. The disparity may result from organisational hindrances. This paper focuses on top management support (TMS) for software cost estimation (SCE). The purpose of this paper is to identify current practices and attitudes of top management involvement in SCE, and to analyse the relationship between these two and project success.

A list of 16 TMS practices for SCE has been developed. A survey was conducted to capture the frequency of use and the experienced importance of support practices. Data has been collected from 114 software professionals in Finland. Correlations between the frequency of use, attitudes and project success were analysed.

Top management invests a significant amount of attention in SCE. The extent of use and experienced importance do not correlate strongly with each other or project success.

The results may lack generalisability. Researchers are encouraged to validate the results with further studies.

Software professionals invite senior managers to participate in SCE. A list of practices for participating is provided.

This paper suggests a list of 16 TMS practices for SCE. The paper also reports on the extent of use and experienced importance of practices, and the correlations between these two and project success.

The purpose of this paper is to examine the relationship between top management support, project mission (PM), synergy and project management effectiveness (PME) in the Malaysian local councils. It also attempts to analyze the relative importance and performance of the predictor constructs on the target construct for managerial actions.

Primary data based on 169 respondents were collected and analyzed using PLS-SEM to assess validity, reliability, hypothesis testing and importance-performance matrix analysis (IPMA) of the study constructs.

PM and synergy were found to be significantly and positively associated with PME. However, top management support was not related to PME. Synergy has the highest relative importance level in influencing PME and it is regarded as the most relevant construct for managerial actions.

This study examines the significant factors that contribute to the effectiveness of project management in the local councils. It forms a basis for other state local councils to emulate the research model and compare the findings among different project teams in different locations.

The IPMA identifies synergy as a primary important construct for project management activities. It explains PME is linked with extensive collaboration, inter-departmental relations, interpersonal coordination and close liaisons.

This study is among the few that examines factors influencing PME in the Malaysian local councils. Inclusion of synergy as one of the predictor constructs will definitely help to improve the well-functioning and coordination of the project.