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This paper covers a thorough literature review on "Project Success" and "The Generic Project Success Criteria and Factors". In recent times, it has become a common belief that project success is defined by meeting the time, cost a...
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This paper covers a thorough literature review on "Project Success" and "The Generic Project Success Criteria and Factors". In recent times, it has become a common belief that project success is defined by meeting the time, cost and quality requirements of organizations. However, there are some important project success criteria (PSCs) and factors (PSFs) which often get neglected when it comes to evaluating a project. The results of a survey, conducted by the researchers, show that to the contrary of what is mentioned in the literature, "Top Management Support" turned out to be the most important measure of project success. "Time" and "Quality" and their process, on the other hand, were not considered as critical success criteria. In fact, a controversial discovery is that some so called project success factors could potentially be considered as criteria for evaluating projects. This paper suggests the necessity of further investigations on the discrepancy between theoretical project success criteria and factors and those considered important in industry. In fact, the paper's authors believe that this controversy occurs because projects' stakeholders have different definitions of project success. Moreover, the survey presents a balance between the numbers of respondents who believe that project success is deemed project management success and the respondents, who consider that this is not necessarily true.
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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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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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Although there has been significant research on both project success criteria and critical success factors for projects, there has not been a concept defined that can link the two. This while the need to relate critical success fa...
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Although there has been significant research on both project success criteria and critical success factors for projects, there has not been a concept defined that can link the two. This while the need to relate critical success factors to project success criteria is identified in both theory and practice. The Project Excellence Model, described in this paper, is adapted from the EFQM-model and is a concept developed to fill this need. The Project Excellence Model is developed using research findings from both studies on success criteria and critical success factors for projects. The model consists of six result areas covering project success criteria and six organisational areas covering critical success factors. The Project Excellence Model uses five different project types to describe the project organisation, giving guidance to the application of the model. The paper includes findings of a case study showing how the model was used to improve the performance of a project.
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Many researchers have suggested that meeting time, scope, and budget goals, sometimes called 'project efficiency,' is not the comprehensive measure of project success. Broader measures of success have been recommended; however, to...
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Many researchers have suggested that meeting time, scope, and budget goals, sometimes called 'project efficiency,' is not the comprehensive measure of project success. Broader measures of success have been recommended; however, to date, nobody has determined empirically the relationship between efficiency and overall success or indeed shown whether efficiency is important at all to overall project success. Our aim in this article is to correct that omission. Through a survey of 1,386 projects we have shown that project efficiency correlates moderately strongly to overall project success (correlation of 0.6 and R~2 of 0.36). Efficiency is shown through analysis to be neither the only aspect of project success nor an aspect of project success that can be ignored.
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This paper reports the results of a survey of project sponsor activities and perceived levels of project success amongst 238 UK-based practitioners. Exploratory factor analysis was used to develop a multi-dimensional classificatio...
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This paper reports the results of a survey of project sponsor activities and perceived levels of project success amongst 238 UK-based practitioners. Exploratory factor analysis was used to develop a multi-dimensional classification framework of project sponsorship incorporating activities linked to the sponsor being the interface between client and project and activities linked to the sponsor providing general support and being a champion. Stepwise regression was used to explore which classes of sponsor activity are predictors of perceived project success. The findings contribute to theory by conceptualising project sponsorship as a multi-dimensional construct and by confirming sponsorship as a project Critical Success Factor. Implications for practice include the need for organisations to recognise the broad role of the sponsor and to ensure that training and development of project sponsors is aligned with the multi-dimensional perspective.
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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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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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A new method to measure and identify project success dimensions meriting further investigation is detailed. It considers the conceptualization, diagnosis and understanding of these dimensions to judge the success or failure of a p...
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A new method to measure and identify project success dimensions meriting further investigation is detailed. It considers the conceptualization, diagnosis and understanding of these dimensions to judge the success or failure of a project. The method used an inductive thematic analysis to reveal two major themes: one related to the multiple stakeholders involved in a project and the other to project structure. Further analysis showed three new success dimensions linked directly to the perception of project success: benefit to the stakeholder group, client/customer specific issues and time/cost/quality. Inclusion of these dimensions to measure project success has the potential to allow all stakeholder groups to share the same perception of project success. (C) 2016 Elsevier Ltd. APM and IPMA. All rights reserved.
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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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