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Over the past decade there has been a growing literature on project success criteria, however there has been relatively little empirical data. This paper provides a significant contribution to the knowledge of project success by p...
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Over the past decade there has been a growing literature on project success criteria, however there has been relatively little empirical data. This paper provides a significant contribution to the knowledge of project success by providing empirical data on the subject, by means of a survey of 150 Australian project managers on the subject of project success criteria. An analysis of the data found two distinct views: those that perceived project success solely in terms of the traditional project objectives of time, cost and quality; and those that considered success in terms of these objectives and the effectiveness of the project's product. The traditional project management success criteria of time, cost and quality still has a strong hold within the project management community in Australia. However, the most important success criterion was considered to be the product success criterion of meeting the owner's needs.
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Project success is one of the widely discussed issues inside Project Management field in the last decades. Success criteria (SC) and critical success factors (CSFs) constitute the two fundamental components of project success. The...
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Project success is one of the widely discussed issues inside Project Management field in the last decades. Success criteria (SC) and critical success factors (CSFs) constitute the two fundamental components of project success. The aim of this paper is the identification and evaluation of the SC as well as the CSFs in project success in theory and practice. A detailed literature review and content analysis are used to identify the frequency of reference of SC and CSFs, while an extensive questionnaire survey in individuals and organizations with experience in construction projects in Greece is performed to investigate their importance in project success. Regarding the relative importance, according to respondents’ perceptions, cost/budget, time/schedule, client/user satisfaction, and quality and technical performance are the most important SC, while project finance/funding and economics, project team/team members ability/competence and effectiveness, and project manager/team leader ability/competence and relative/past experience are the most important CSFs. The first four SC present similarities in terms of citation frequency in the literature review and relative importance provided by the respondents, while the ranking of the rest SC and CSFs presents several deviations. The Spearman correlation coefficient is used to investigate the possible relationships among the SC and the CSFs. 5 out of 17 SC and 11 out of 26 CSFs present low or moderate correlations (rs < 0.5) respectively. The present research can serve as the basis for developing either a mathematical model or performance index for evaluating success of construction projects.
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An increasing number of organizations operate through projects to achieve their strategic objectives. The main objective of this study is to analyse the degree of dissemination of the project management (PM) practices and their co...
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An increasing number of organizations operate through projects to achieve their strategic objectives. The main objective of this study is to analyse the degree of dissemination of the project management (PM) practices and their contribution to projects success. A survey performed to project managers aims to identify the extent to which the different knowledge areas and their respective PM practices are implemented and linked to projects success. The results achieved underlines that the practices related with cost, time, and scope management are the most well stablished. Furthermore, the study highlighted that other knowledge areas had an effect on projects success. Moreover, the project managers pointed out other less immediately reachable criteria for project success like end-customers and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional analytical approach to PM makes an important contribution in the analyses of the practices and factors that most contributed to project success.
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This article examines the effectiveness of current risk management practices to reduce project risk using a multinational, multi-industry study across different scenarios and cultures. A survey was administered to 701 project mana...
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This article examines the effectiveness of current risk management practices to reduce project risk using a multinational, multi-industry study across different scenarios and cultures. A survey was administered to 701 project managers, and their supervisors, in seven industries and three diverse countries (New Zealand, Israel, and Japan), in multiple languages during the 2002-2007 period. Results of this study show that project context-industry and country where a project is executed-significantly impacts perceived levels of project risk, and the intensity of risk management processes. Our findings also suggest that risk management moderates the relationship between risk level and project success. Specifically, we found that even moderate levels of risk management planning are sufficient to reduce the negative effect risk levels have on project success.
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This article highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal [PMJ) and the International Journal of Project Management (IJPM). The analysis covers ref...
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This article highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal [PMJ) and the International Journal of Project Management (IJPM). The analysis covers references, concepts like project management success, project success, success criteria, and success factors; features of the samples, data collection, and analysis techniques used; and professional disciplines. The results show that research on project success is characterized by diversity except in epistemological and methodological perspectives. The article suggests a shift to project, portfolio, and program success and concludes with a discussion on the traditional state of the research, criticizes its assumptions, and offers alternative metaphors and recommendations for future research.
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The paper presents the innovation project tool (IPT) which aims at outlining common characteristics of innovation projects in terms of project management and using these specifics for creating a tool for categorisation of innovati...
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The paper presents the innovation project tool (IPT) which aims at outlining common characteristics of innovation projects in terms of project management and using these specifics for creating a tool for categorisation of innovation projects. The IPT might be useful for researchers and practitioners alike in their management in order to prevent them from making mistakes, to decrease unpredictability and ambiguity of such projects and to improve innovation projects' performance and success. The IPT can be also used as a checklist for categorisation of innovation projects; as a pre-defined watch list during project work; a risk management tool for better analysing and assessing project risks and integration management supporting tool for better scoping all possible ingredients in innovation projects. The IPT provided 51 specifics of innovation projects with ranking of their specificity and impact on innovation projects. The research is based on two iteration interviews with 60 highly experienced project managers from different industries.
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The history of software engineering has been marked by many famous project failures documented in papers, articles, and books. This pattern of lack of success has prompted the creation of dozens of software analysis, requirements ...
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The history of software engineering has been marked by many famous project failures documented in papers, articles, and books. This pattern of lack of success has prompted the creation of dozens of software analysis, requirements definition, design methods, programming languages, software development environments, and software development processes all promoted as solving "the software problem." What we hear less about are software projects that were successful. This article reports on the findings of an extensive analysis of successful software projects that have been reported in the literature. It discusses the different interpretations of success and extracts the characteristics that successful projects have in common. These characteristics provide software project managers with an agenda of topics to be addressed that will help ensure, not guarantee, that their software project will be successful.
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Successful development of Information Systems (IS) Projects has been a source of competitive advantage for many organizations. This paper proposes the Cost and Time Project Management Success - CTPMS, an essential measure in this ...
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Successful development of Information Systems (IS) Projects has been a source of competitive advantage for many organizations. This paper proposes the Cost and Time Project Management Success - CTPMS, an essential measure in this context because projects must dynamically address cost and time success under an agreed scope. The goal of the paper is to identify the project management practices through which an organization can optimize the CTPMS of IS development projects. Because multiple factors can influence project management success, we analyze a real-world sample of 899 IS projects of a leading bank, using hierarchical models to account for the effects of predictors at four levels of analysis: portfolio network, project, project manager, and team. In addition to proposing and discussing a new measure of project management success for information systems development projects, we identified that project size, duration, postponement, and project manager formal power showed positive effects, whereas team size and team allocation dispersion presented negative effects. The results suggest guidance for factors such as team member allocation and prioritization, among others. (C) 2017 Elsevier Ltd. APM and IPMA. All rights reserved.
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After myriad studies into the main causes of project failure, almost every project manager can list the main factors that distinguish between project failure and project success. These factors are usually called Critical Success F...
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After myriad studies into the main causes of project failure, almost every project manager can list the main factors that distinguish between project failure and project success. These factors are usually called Critical Success Factors (CSF). However, despite the fact that CSF are well-known, the rate of failed projects still remains very high. This may be due to the fact that current CSF are too general and do not contain specific enough know-how to better support project managers' decision-making. This paper analyses the impact of 16 specific planning processes on project success and identifies Critical Success Processes (CSP) to which project success is most vulnerable. Results are based on a field study that involved 282 project managers. It was found that the most critical planning processes, which have the greatest impact on project success, are "definition of activities to be performed in the project", "schedule development", "organizational planning", "staff acquisition", "communications planning" and "developing a project plan". It was also found that project managers usually do not divide their time effectively among the different processes, following their influence on project success.
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