Criteria For The Project Success Management Essay

Criteria For The Project achievement Management EssayLundin and Soderholm (1995) illustrates the realise as a shipboard organization and assert the time conception as one of the cardinal distinguishing features of transient organizations from permanent organizations (task, aggroup and transition ar other triple distinguishing features). Cleland and King in 1983 (cited in Cooke-Davies, T. J. 2001) adopted a uniform approach by the adjacent jump rendering A complex effort to achieve a specific objective within a schedule and budget target, which typically cuts across organisational lines, is unique, and is usually non repetitive within the organisation. Moreover, recent renderings expanded the throw away definition to include the product and /or returns as the calculate come outcomes. For example Dun shadower (1996) throttles throw off as A temporary endeavour under engineern to create a unique product or service. Temporary means that the pop the question has a def inite ending gunpoint and unique means that the product or service differs in whatsoever distinguishing way from all connatural products or services. However, as expectations from hears increase, the definitions for throw away evolved to reflect this. Thus, Turner and Mller (2003) incorporate the idea of undecomposed trade that product of the chuck is expected to deliver, to the stand definition. Thus, they define a take to as a temporary organisation that aims to create a unique service or product that brings added value or delivers beneficial change (Turner and Muller, 2003). Eventhough, in that respect are various fancy definitions that realise been accumulated for almost 50 years, the check of literature revealed that outlined start and end, a common objective and complex quite a little of activities are the deuce-ace most common features that are shared by e genuinely upchuck and thus present in almost every switch definition.2.2 Project SuccessAlthough purpo se supremacy is a core chuck focusing concept, a review of the aim management literature reveals that there is no standardized definition of a throw off winner in the abide management literature (Baccarini, 1999). The advantage of a spue is perceived differently by different winner assessors (Shenhar et al., 2001). Therefore, as Prabhakar (2008, p. 3) noted the only containment seems to be the disagreement on what constitutes project victor. check to Pinto Slevin (1988) ground on their interpret conducted with over 650 project double-deckers, the project success is not only meeting constitute, schedule, and performance requirements rather it requires satisfaction of more complex specifications, such as client satisfaction. Baker, Murphy and Fisher (1983, 1988 as cited in Prabhakar, 2008 and Cooke-Davies, 2001) discuss that client satisfaction has been achieved unit of measurementedly with the end result has a vital influence on the perceived success or ruin of pr ojects (Prabhakar, 2008). In a similar fashion, Baker, Murphy and Fisher (1983, 1988 as cited in Prabhakar, 2008, p.4) states that In the long run, what authentically matters is whether the parties associated with, and affected by, a project are satisfied. Good schedule and cost performance means very little in the face of a poor performing end productDe Wit (1988), on the contrary, defines project success as the assessment of project outcomes against cost, time and quality (as cited in Cooke-Davies, 2001 and Prabhakar, 2008). However, he points out to a distinction amid the project success and project management success, which he defines as bar of project outcomes against the overall project objectives that will be discussed by most of the look forers interested in this orbit area. Furthermore, around other attempt at get outing a viable foundation for project success definition was by Baccarini (1999), who attempts to work to this cleft in the literature by his logical framework method (LFM). The LFM role model distinguishes mingled with four levels of project objectives, namely goal, purpose, output, and input, provides a comprehensive framework for defining, as salutary as, comprehending the project success concept. Baccarini (1999), just as some of his colleagues, ground his work on De Wits (1988) a tenner old research. Similarly, Baccarini (1999) differentiates between project management success and the product success, instead of project success. Product success is related with goals and objective, while project management success is related with the project outputs and inputs. On the other hand, another stream of researchers, including Pinto and Slevin (1987), Belassi and Tukel (1996), Lim and Mohamed (1999) prefer not to distinguish between project management success and project success as two distinct concepts rather consider project management success as world part of and contributing to project success. Lim and Mohamed (1999) took a further step and conducted a study to determine criteria for assessing project success by different stakeholders. Since as Baccarini (1999) notes that criteria for assessing project success has vital brilliance in preventing the project and its team members from holding different views on project success which contributes to project failure. Therefore, it is fundamental to determine and agree upon the criteria satisfying various stakeholders, who have different perceptions of project success.2.3 Criteria for the Project SuccessAccording to Lim and Mohamed (1999, p.243), Success criteria is defined as the set of principles or standards by which project success can be judged. Early research on project success criteria adopted the so-called push Triangle of time, budget and quality as the set of principles for evaluating the success of a project. Almost 40 years ago, Oisen (1971) proposed budget, time and quality as the project success criteria. Many scholars accepted this set of s uccess criteria but also noted the necessity to take into consideration other criteria for the project Success (Turner, 1993 de Witt, 1998 Pinto and Slevin, 1988). More tardily, this set of criteria has been evaluated as being insufficient for assessing the project success comprehensively (Turner, 1993 Jugdev and Mller, 2005). To illustrate this point, according to Jugdev and Mller (2005), assessing project outcomes only with respect to time, cost and, quality is to consider only operational level project management as opposed to anything of strategical value. Jugdev and Mller (2005) focussed on evaluating project success based on the organizational aspects that are ingrained to the project, leaving out outer ones as being too complicated. Nevertheless, there are researchers, such as Pinto and Mantel (1990), who tend to include both internal and outdoor(a) aspects of a project organization, as well as, complex criteria in assessing project success such as, stakeholder satisfac tion, stakeholder community benefits, organization benefits, etc. (Pinto and Mantel, 1990 Atkinson, 1999 Wateridge, 1998). Pinto and Mantel (1990) proposed two additional success criteria, namely, the quality of the project as it is perceived by the project team and an external performance indicator of both project and its team performance (e.g. client satisfaction) in addition to the energy of execution of instrument phase criterion that assesses the project success in relation to internal performance indicators, and the Iron Triangle.Similarly, in a subsequent study, Andersen and Jessen (2000), who attempt to assess project success with respect to the task- and people-oriented aspects, defined project success criteria further into 10 elements. These elements, besides the traditional Iron Triangle components of time, budget, and quality, include the degree of importance of the products to the base organization, the results as perceived by all stakeholders, the learning experience , motivation for future work, knowledge acquisition, the last-place report preparation method, and the way of project termination (Andersen Jessen, 2000). Andersen and Jessen (2000) thus provided a more holistic enter for assessing the success of a project.Lim and Mohamed (1999), on the other hand, in their study attempted to justify this diversity in perception of project success criteria. They concluded different stakeholders perspectives on project success criteria, such as those of the project manager, the project team, the client, and the general public, as being the reason for different perspectives on project success criteria. In addition, Lim Mohamed (1999) note success criteria as one of two constituents of the project success. The other constituent of the project success are Critical Success Factors (CSFs), which will be reviewed in the following section.2.4 Critical Success FactorsIt was Daniel in 1961 (as cited in Amberg et al, 2005), who first coined the term succes s factors in management literature. In his study, he came up with a set of industry-related CSFs that are claimed to be relevant for any company in a event industry. Anthony, on the other hand, in 1972 (cited in Amberg et al, 2005), discussed the need for adaptation of CSFs to a companys and its managers specific strategic objectives. Then, based on the both perspectives by Daniel (1961, cited in Amberg et al, 2005) and Anthony et al. (1972, cited in Amberg et al, 2005), Rockart (1979, cited in Amberg et al, 2005) conducted a study that involved third organizations. He found out that organizations despite operating in the same industry may have different CSFs due to differences in geographic locations, strategies etc. Then on, studies on posting CSFs for different industry projects proliferated in the project management literature.According to Cooke-Davis (2002) researchers have been trying to find out those factors that are little to project success since the late 1960s. Theref ore, the review of literature on CSFs reveals some(prenominal) definitions. The following CSF definition by Rockart (1979, cited in Amberg et al, 2005) is one of the most cited the limited number of areas in which results, if they are satisfactory, will ensure successful matched performance for the organization.In subsequent studies CSFs are defined as characteristics, conditions or variables that, when properly sustained, maintained, or managed, can have a solid impact on the success of a firm competing in situation industry by Bruno and Leidecker (1984, p. 24).Whereas, as factors which, if organizeed, significantly improve project implementation chances by Pinto and Slevin in 1987 (p.22). Lim and Mohamed (1999, p. 243) define critical success factors (CSFs) as the set of circumstances, facts, or influences which contribute to the project outcomes.2.5 Critical Success Factors and the ProjectsDuring the 1970s-1980s, critical success factor requirements had been addressed rathe r as a response to the indicators of project success at the implementation phase, focussing on time, cost, and quality, as well as, stakeholder satisfaction (Jugdev and Mller, 2005). It was Pinto and Slevin (1987), who first attempted to develop a comprehensive set of CSFs related to project implementation success. In their work, they propose a project implementation profile (PIP) model, which consists of 10 CSFs, namely, project mission, top management support, project schedule/plan, client consultation, personnel, communication, skilful tasks, client acceptance, monitoring and feedback, troubleshooting, determining project success. Additionally, the PIP model of 10 CSFs, is claimed to be suitable as an instrument for project managers to measure those factors (Pinto and Slevin, 1987).Later, Pinto and Prescott (1988), take a further step by determining the relation importance of 10 CSFs over the life of a project and dis share that the relative importance of several(prenominal) CS Fs vary at different phases of the project life cycle. The generalized 10 CSFs of the project implementation bring (PIP) have also been employed as a model for numerous project types in several studies (Pinto and Prescott, 1988, Finch 2003, and Hyvari, 2006). However, the factors identified by Pinto and Slevin are not likely to cover every aspect involved in project management. Finch (2003) indicates that the PIP model does not take into consideration a number of significant external factors that affect the success of a project, such as, competence of the project manager, political activities within the organization, external organizational and environmental factors, and responsiveness to the perceived need of project implementation. Nevertheless, subsequent research, conducted during the 1990s-2000s, incorporate the stakeholder issue, as well as, interactions between internal and receiving organizations as factors that are critical for a project success (Jugdev and Mller, 2005).M oreover, in following of providing a comprehensive CSF framework, there have also been attempts that integrate CSFs categorizations and frameworks with project success criteria. Belassi and Tukel in their study conducted in 1996, criticize previous studies, whose critical success factors are mainly focused on the project manager and project organization. They incorporate characteristics of the project and team members, as well as external factors, into their framework. Their framework, thus, provides a classification of project CSFs into four groups namely, project manager, team members, organization, and external environment. Additionally, the framework by Belassi and Tukel (1996) provides an explicit and taxonomic way for examining the intra-relationships between factors in different groups. This scheme provides grouping of project success factors, however it is generic wine rather than industry specific. Another interesting study is by Cooke-Davies (2002, p.185), in which he in troduces a set of questions for the purpose of grouping of CSFs, such as What factors are critical to project management success? What factors are critical to success of an individual project? and What factors lead to consistently successful projects?Moreover, he distinguishes between project management success and project success by claiming that project management success is the satisfaction of traditional criteria of time, cost and quality, whereas, project success is the satisfaction of the overall project objectives. Then, he proposes 12 CSFs, which he extracts from multi-national organizations activities and possible actions. Additionally, although his proposed CSFs are not directly related to human factors, he points out that people have intrinsic importance to all project processes.On the other hand, CSFs introduced by Clarke (1999) involve effective communication, clear projects objectives and scope, decomposing project into manageable size, using project plans as working documents, whereas, Nicholas (2004) proposes a set of CSFs, which are grouped into three categories project participants, communication and information sharing and exchange, and the project management/ forms increase process. Based on an compendium of the literature it can be concluded that there is not a consistent CSF framework. Rather there are different perspectives of what constitute CSFs, depending on how the authors identify and classify them. Moreover, although early literature on project management does not consider project success criteria, containing the focus to CSFs, subsequent studies attempt to close the gap between CSFs and project success criteria, both of which impact on project success. In addition to this, recently developed CSFs are more complex than those of the previous decade as more recent CSFs cover both hard and soft aspects of project management such as the competence of the project manager and the project team members and leadership. The challenge to d etermine relevant CSFs over the full life of a project has been attracting growing interest in recent publications.2.6 Critical Success Factors and the Project Life CycleAccording to Mintzberg (Mintzberg et al, 1998) many academicians, e fussyly in the strategy development field have stated the necessity for rectify project implementation. Nevertheless, Walker and Rowlinson (2008) argue that mainstream literature in the project management and strategy field fails to address these issues because it views implementation As a lesser form of intellectual pursuit than strategy and planning (Walker and Rowlinson, 2008, p.32). Furthermore, Belassi and Tukel (1996) contribute to this issue by claiming that when it comes to project implementation issues, project management literature focuses more on improve tools and techniques such as scheduling, or project failure, rather than on success. However, such position is understandable, as to identify the success factors of a project is a more complex task than identifying failure factors, mainly because of the following reasons.First, parties involved in a project tend to see project success differently and therefore, from each one party may allocate different success criteria to each phase (Pinto and Slevin, 1987 Pinto and Prescott 1988 Baker et al 1983 Belout and Gauvreau, 2004 Fowler and Walsh, 1999). some(prenominal) academicians have proposed models in attempts to capture the processes which a project undergoes during its life. Adams and Barndt (1998), King and Cleland (1983) and Westland (2006) support the model which consists of the following four stages initiation/conceptualisation, planning, execution / implementation and closure / termination. Pinto and Prescott (1988) propose empirically derived CSFs for each of the phases over the project life-cycle and CSFs proposed for implementation phase are mission, trouble-shooting, schedule/plan, technical tasks, and client consultation. Their work was later criticiz ed unsuccessfully by some authors, including Belout (1998) and Belout and Gauvreau (2004), whose results were found to support those of Pinto and Prescott (1988). Third, Belassi and Tukel (1996), Clarke (1999) and King (1996) argue that the CSFs may not directly affect the project outcome. It is the cabal of these factors at different project life-cycle stages that influences the success of the project. They also add that due to uniqueness of a project, some CSFs may be missing or become irrelevant for some projects and therefore covering as many factors as possible that could influence the project would be of little or no assistant to project manager. Moreover, Adams and Brandt (1988) remind us that projects are not static entities rather they change significantly as they progress through their life-cycle stages. Finally, as Belout and Gauvreau (2004), Bellasi and Tukel (1998), Fryer, Antony and Douglas (2007) argue that the relevance of the CSFs vary across different industries. For example, Belout and Gauvreau (2004) found that in the IT industry, with the exception of client acceptance, all other factors proposed by Pinto and Prescott (1988) are critical to success. In construction and engine room industries, on the other hand, client acceptance is critical.2.7 Non Profit ProjectsAccording to Ba Khang Lin Moe (2008), Non Profit Projects plays a significant role in the socio economic development process of both developed and developing countries. In origin literature, indicators of success of the business organization are typically assessed against the profit it gains. But what makes NGOs become effective and efficient, as their work is not driven by the profit motive? It is widely accepted that the non-profit sector has not yet developed its own theoretical framework of management, because of the fact that they do not possess a bottom line against which to measure success organizational standards of performance simply do not exist. black eye to the c orporate sector, NGOs often promote vague and non-quantifiable objectives such as improving human rights, protecting the environment, or advocating democracy. To be more specific, the primary objective of non-profit organizations is to change the quality aspects of the human life or diversify societies, thus making assessment of effectiveness extremely difficult. As Fowler (1997, p172points out, Establishing performance criteria for non-profits and then using them for comparative purposes is a conceptual and practical headache. NGO capacity-building is tied up with indicators of organizational effectiveness or project success (Eade, 1997. In other words, capacity of an NGO should be constructed against indicators the NGO lacks or is weak in. Since NGOs greatly vary within themselves and within different development contexts, as stated above there is no formal consensus on standardized determinants of organizational effectiveness or project success, particularly of NGO development activities with grassroots people. Therefore, assessing the NGO capacity or project performance should be done based on the particular context of individual NGOs and their project activitiesKanter, 1979 Drucker, 1993)2.8 Characteristics of Non Profit Projects compared to For- Profit ProjectsNon profit projects have distinctive characteristics compared to the For-profit projects and Youker (1999) states the differences between International development projects one of the important types of non-profit projects and the other for-profit projects. First of all, compared to hard type industrial and nucleotide projects, Development projects as soft type projects with their less tangible social objectives and deliverables pose a special challenge in managing and evaluating of Development projects (Do and Tun, 2008). In addition to their less tangible objectives and deliverables, the complex web of the many stakeholders is an IDP characteristic that results in another management challenge (Youker, 1999). To illustrate, compared with industrial and commercial projects, which involve the client, who pays for and receives the deliverables of the project, and the contractor, who manages and obtains the craved result (Do and Tun, 2008). Development projects involve a web of stakeholders, including the coordinator as the head of the project management unit the task manager as the supervisor of the project implementation in the multilateral development bureau the national supervisor, to whom the coordinator reports the project team the steering committee as an interface with the local institutional system the beneficiaries as those actually benefit from the project outputs without paying for it the population at large. In addition, ensuring accountability of the project manager is more troublesome within this complex web of stakeholders (Diallo and Thuillier, 2004) as opposed to traditional projects.Youker (1999) based on his study of evaluations of World Bank IDP post- pr oject reports, outlines a number of IDP management challenges in addition to the above mentioned. He states that the lack of shared perception and agreement on the objectives of the projects by staff and stakeholders, as well as, the lack of commitment by the team, management and stakeholders as the problems that had been most sour during implementing Development projects. Also, Youker (1999) counts the lack of detailed, realistic, and current project plans, unclear lines of authority and responsibility, the lack of adequate resources, poor feedback and soften mechanisms for early detection of problems, poor or no analysis of major risk factors, delays caused by bureaucratic administration systems as other challenges that had occurred frequently during IDP implementations in past.2.8 Conceptualising Critical Success Factors for Non-Profit ProjectsEventhough, identifying critical success factors is one of the most popular topics among researchers and practitioners there are very fe w research conducted on Non-profit projects. unmatched of the studies that identified in the literatures was the research conducted by Do Tun (2008). Do and Tun (2008) studied on critical success factors of International Development Projects (IDP), a kind of non profit projects followed by Diallo and Thuiller (2004 2005) have developed a framework based on an adaptation of the Logical Framework Approach (LFA), which is a general methodology commonly used by the development community to design, plan, manage and communicate their projects, for IDP context. Their proposed framework focuses on project life cycle, and then assesses the success of each phase based on the outputs produced by the previous phase. As a consequence, these partial successes are integrated into an assessment of the overall success of the IDP according to the Life-Cycle-Based framework.