INTRODUCTION
The success achieved on project even nowadays still can be considered to be low. Only a bit more less than 40% of the projects is finished with a success and almost 20% with a failure (Standish Group, 2013). Furthermore, considering the amount of money spent on projects (cf. World Bank, 2005), the advanced methodologies, the abundant literature, and professional courses, the success rate is below the expected. Professionals identified the main reasons for failure and success (cf. Blaskovics, 2014; Fortune–White, 2006; Standish Group, 2013), and revealed that project manager and his/her competencies play a highly important role in achieving project success.
This chapter summarizes the elements of project success, the project management
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THE DEFINITION OF PROJECT MANAGEMENT
The aim of project management is to manage projects effectively and efficiently. However, project management differs from other management activities due to the nature of the projects (cf. Görög, 2013). Since projects:
• are unique and onetime set of tasks, thus there is a need to manage their temporary being,
• have a definite and predefined aim, thus the main task is the implement this specific project result,
• projects have a definite budget and timeline, thus keeping them can bear of great importance.
In this way, project management is ‘such a management activity, which is emerged from other management areas, and different from operation management routine-like being, is aimed to implement the unique, complex set of activities defined by strategic management’ (Görög, 2003:363).
THE TASKS OF THE PROJECT
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Judgev–Müller, 2005). In this way, the early approaches were focusing on the project triangle. But later, after the fall of the long-term strategic planning in the 70s, the client and other stakeholder-related elements became more and more important. Nowadays project success has a strategic orientation due to the ever-changing and complex world (cf. Mészáros, 2010). Thus today project success is a complex phenomenon and has a strategic focus.
But it is worth to distinguish the two elements of project success; (critical) success factors and success criteria (Blaskovics, 2014). The latter are those base values based on which the scale of project success can de decided (Görög, 2013). The first are those factors which increase the potential to project success (cf. Boynton–Zmud, 1984).
SUCCESS CRITERIA
Due to the immanent characteristics of project success, models containing success criteria should satisfy two requirements (cf. Fortune–White, 2006; Judgev–Müller, 2005):
• holism,
• realism.
The first one means that, evaluation models should contain every criterion that is needed to analyse projects properly. The second means evaluation models should not distort the evaluation, i.e. they need to rate successful projects successful, and unsuccessful project
Those who achieve success do in fact work hard; however, there are also countless other factors that play a role in one’s success. Therefore, reading this book opened by eyes to the complexity of success. It is not simply one thing that can lead a person to success. Instead, it is a culmination of many factors that can allow a person to have a successful
However, if the involvement of World Bank is ensured to stay away from corruption. The economic growth that is promised is undertaken, and if there is an innovative way to reduce the human and environmental risk and the project still ends up being financially attractive, I might revisit my
If you were to ask a few people how they measured success, most of the answers would vary. Some may state that is based on your monetary value or that it is measured by your happiness. Yet, these answers can be categorized by a broad definition: success is achieving the goal you set your mind to. Malcolm Gladwell, in his book Outliers, challenges the societal view of how success is ultimately obtained. The author states “...if you work hard enough and assert yourself, and use your mind and imagination, you can shape the world to your desires” to emphasize the importance of persistence and work ethic when looking for success (Gladwell 151).
INTRODUCTION The application of information, expertise, tools, and procedures to project activities to meet the project requirements is known as project management (PMBOK 2008). Alternatively, project management is the process in which projects are well-defined, planned, supervised, organized and conveyed such that the agreed features and requirements are fulfilled (APM BOK 2006). Success of IT projects is very much dependent on providing the anticipated product at the projected time, within budget, its desired performance levels, acknowledged by the client, offering at least the minimum agreed functionality i.e. meeting customer satisfaction, and delivering the promised benefits (Dalcher and Brodie, 2007).
Why Target Expansion in Canada Failed Scope, time, quality, and budget or cost is the main elements with which a successful project is defined and described. A project is said to have failed if it is not implemented to meet the planned parameters of scope, time, quality, and budget. There are myriad cases in which projects have failed because the project managers and project teams have failed to apply certain principles and practices of project management or have applied them incompetently. Target Expansion in Canada is an example of projects that failed because the project team did not apply certain principles of project management. Target ran a series of stores in Canada for quite a short period.
The success of the project can be measured through the following ways: - Setting measureables/ performance indicators and deliverables for each of the activities in the project, and then gauging how far have they been
To organise for project management requires an understanding of the organisation’s architecture which includes the organisational hierarchy - the grouping of internal business units, the authority lines and interaction with one another. Each of these aspects should be designed to support project management within the organisation. Structure should follow strategy or else it may impede communication, coordination and decision making which are all key to success (Brevis, 2014, p. 224). Hence, an important function of upper management is to support project teams by either redesigning the organisation to emphasize projects or integrating projects into the current organisation (Graham & Englund, 2004).
By being fully aware of its function and implications is an important aspect of the project manager’s role and responsibility. The triple constraint is meant to be an asset to the project manager’s arsenal and should not be viewed as a hindrance. This assignment has shown about how and the importance of comprehensive evaluation on the Triple Constraint (Time, Cost, Scope) in a project under uncertainty situation. We introduce an index called as Project Reliability.
Every project manager potentially faces countless mistakes that affect projects, cause delays and, in some cases, contribute to complete project failure. Here are a few common mistakes in project management and how to avoid them: 1. Employing a Project Manager Lacking Experience Knowledge of running status meetings, developing a project plan, managing risks and issues, and dealing with stakeholders is crucial to the successful outcome of the project. Solution:
TASK IV: PARTNERSHIP IN PROJECT MANAGEMENT Partnering is a project approach designed to allow the construction process to be performed within an atmosphere of mutual trust, commitment to shared goals, and open communication among the partnering members while working in harmony toward mutual goals in order to avoid claims and litigation and establish a win/win management approach. For the complex and large-scale Atlantis project, the contractually associated construction partnering between Laing O’Rourke and NORR along with various other members like Rockwell Group, WATG, EDSA, helped to create working relationship among all of the team members based on mutually agreeable plan of cooperation and teamwork to improve productivity. The main objectives of Atlantis project partnership included reducing project costs and schedules, eliminating change orders and claims, improving communication by developing
Previous case studies of the experiences of organizations (McDowall, 1995; Stokes, 1995) suggest three broad, sequential, stages: (1) the PM strategy, including pertinent concepts, is sold; (2) an organization-wide PM system, with centralized control, is set up; and (3) an organization-wide PM system, with devolved control, is established 4. PM Partnerships and Resources: The concept of stakeholder involvement in projects incorporates stakeholders both internal and external to the organization, and in the latter case the stakeholders are often managed through partnerships. Van den Honert (1991) identifies early partnerships between contractor and supplier organizations as a project critical success factor; the role of partnering, or “win-win” PM, is highlighted in the successful delivery of large-scale construction projects (Milosevic, 1990 and Moore et al.1992); and the effectiveness of partnering is central to current thinking on project procurement/life cycle management strategy in the construction industry (Latham, 1994; Egan, 1998). The importance of such partnerships informs the
The principle reason that motivated me to pursue the MSc Project Management course is the appeal and challenge Project Managers experience in delivering assignments they undertake in their career. The qualification, indeed, lead to very smart and modern careers for graduates who love challenges, creativity, leadership and success. As a graduate of Mathematics, I have cultivated these features in my student life. Now, for my master level of study, I would like to take my chance of attaining formal skills in the area of project management. From my research, I see that Project Management is the application of skills, knowledge and techniques to meet the objectives of a project and stake holder’s expectations.
Reflective Journal Student Name: Talita Silva Lima Programme: Higher Diploma in Science – Cloud Computing Month: July 1. Project Management In this section I will explain in detail my project management through a Gantt Chart and what I have done since my last journal until now, how my time management is going in order to delivery this project before the deadline and some of my achievements.
How to Achieve Success The term of success appears frequently in public notice and it spurs extensive interests in public. Everybody wants to achieve success, but the fact is that not everyone can make it even though he or she has tried his or her best. Then it comes to a question - how to make it? Does it depend on opportunity or any other features?