Prioritizing Critical Success Factors Influencing the Implementation of Public Work Projects from the Perspective of Project Managers, Public Authorities and Economists

Public works projects are inherently complex, involving multiple stakeholders with distinct institutional roles and decision-making priorities. This study applies the multicriteria method Analytic Hierarchy Process (AHP) to evaluate and prioritize Critical Success Factors (CSFs) influencing the successful delivery of public construction projects, comparing the perspectives of Project Managers, Public Authorities, and Economists engaged in public works. The analysis is grounded in empirical evidence and institutional practice, reducing subjective bias. Results reveal systematic differences between operational and institutional actors: Project Managers prioritize project maturity, effective planning, technical supervision, and control mechanisms, while Public Authorities emphasize financial soundness, exposure to external risks (Force Majeure), and stakeholder communication. Economists, in turn, assign the highest importance to financial stability, risk exposure, and budgetary resilience, highlighting the central role of financial sustainability in public-project implementation. These findings highlight the role of administrative responsibilities and governance structures in shaping decision-making priorities within the public sector. By demonstrating how AHP can support transparent comparison of stakeholder perspectives, the study contributes to public administration and project governance literature, offering a decision-support framework that enhances institutional capacity and facilitates more aligned and effective public-sector decision-making.