An empirical analysis of the relationship between project planning and project success (original) (raw)
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Benchmarking of project planning and success in selected industries
Benchmarking: An International Journal, 2006
PurposeTo identify the industry in which projects are best planned and executed and use it as a benchmark for improving project planning in other industries.Design/methodology/approachBased on data collected from 280 project managers, project success and quality of project planning were evaluated and analyzed for four industries – construction and engineering, software and communications, services, and production and maintenance.FindingsQuality of project planning was found to be the highest in construction and engineering organizations and the lowest in manufacturing organizations. This is a result of a few factors, among them the intensive organizational support which is offered to project managers working in construction and engineering organizations. The other three industries limit their support mostly to tactical aspects, such as the purchasing of project management software. The high quality of project planning in the construction and engineering organizations resulted in the...
Key Project Planning Processes Affecting Project Success
2017
This paper examines the relationship between project planning processes and project success. Four planning input factors (human, management, technical and organizational factors) are considered which is believed to affect the quality of planning. The study is based on data obtained from different construction projects performed in Ethiopia and includes an analysis on statistical correlation between planning input factors and planning processes, and between planning processes and project success. The study used Confirmatory Factor Analysis (CFA) to identify the key determining factors of project planning on success. The finding suggest that planning processes are insensitive to human factor. Moreover, only three project planning processes (time, cost and risk) are positively associated with the project success.
Critical factors affecting the planning and implementation of major projects
Strategic Management Journal, 1993
This exploratory study reports the results of a quantitative cross-sectional analysis of 68 case descriptions of major projects. Variables describing the context of the projects, project planning and implementation processes, and project outcomes were coded using information contained in the case descriptions. Factor analysis was used to identify mujor factors associated with context, process and outcomes. The inguences of context on process, and context and process on outcomes were estimated using regression. The results indicate that a number of contextual variables strongly influence aspects of the project planning and implementation process, and then indirectly influence project outcomes through the planning and implementation process. In addition, both process and contextual variables affect outcomes directly. Several conclusions of a theoretical, methodological and practical nature are drawn. ' planning and implementation?
Planning and Tactical Factors in the Project Implementation Process
Journal of Management Studies, 1990
It has been a well-recognized axiom in project management research that the project implementation process can be greatly facilitated by addressing a variety of project critical success factors. It is argued here that critical factors often fall into two distinct subgroups: those related to initial project planning and those concerned with subsequent tactical operationalization. A field study was conducted to explore changes in the perceived importance of project planning and tactical factors across four stages in the project life cycle. The sample consisted of 408 managers currently involved in projects. It was found that the relative importance of planning and tactical factors varies across the project life cycle. Further, the perceived importance of these factors is contingent upon the type of success measure employed. When an efficiency success measure is used, planning factors are initially perceived to be of high importance but are overtaken by tactical issues as the project progresses through its life cycle. When 'external' success measures (perceived value of the project and client satisfaction) are employed, project planning factors dominate tactics throughout the project's life cycle. Finally, implications for managers are developed and directions for future research are discussed.
Plans are nothing, changing plans is everything: the impact of changes on project success
Research Policy, 2004
Based on a sample of 448 projects, the interactions between three planning variables, the Quality of Planning, Goal changes, Plan changes and Project Success are analyzed. The most important result of the study is that the amount of changes during a project's implementation stands out as the only variable that distinguishes between successful and failed projects independent of their level of innovativeness. The study also reveals the interaction structure between the planning variables themselves and the resultant impact on project success, as well as several contextual variables, which affect the quality of planning and stimulate goal and plan changes.
Evaluating the quality of project planning: a model and field results
International Journal of Production Research, 2004
Faulty planning will result in project failure, whereas high-quality project planning increases the project's chances of success. This paper reports on the successful development and implementation of a model aimed at evaluating the quality of project planning. The model is based on both the abilities required of the project manager and the organizational support required for a proper project management infrastructure. The model was validated and applied by 282 project managers in nine organizations, where strong and weak planning processes were identified and analyzed.
International Journal of Engineering & Technology, 2018
Organizations have made significant investments in ICT projects, hoping to gain competitive advantages, growth and improvement of productivity. The success and failures of the project is one of the fields in Project Management with most frequently discussed. Project planning is an important part in the project management and has a stronger impact on project success. However, weakness in project strategy and planning lead to lack of business support, inefficient use of resources, poor estimates, poor scope control and increase risks. Previous studies have reported that well-defined project plans play an important role in the success of the project. In recent times, various factors contribute to project success namely; organizational, human, project management, complexity, quality, and technical. Hence, this study aimed to explore and identify critical success factors on project planning that lead to project success. A model is derived from findings of the literature review and tested...
The relative importance of project success dimensions
R and D Management, 1997
Traditionally, the success of a project is assessed using internal measures such as technical and operational goals, and meeting schedule and budget. More recently, it has been recognized that several other measures should be used to define project success. These measures reflect external effectiveness: the project's impact on its customers, and on the developing organization itself. In our study of 110 defense projects performed by Israeli industry, we used a multidimensional approach to measure the success of defense projects. Based on previous studies, we defined four dimensions of success: meeting design goals; benefits to the customer; benefits to the developing organization; and benefits to the defense and national infrastructure. For each project, we asked three different stakeholders (the customer, the developing organization, and the coordinating office within the Ministry of Defense) for their views on the relative importance of these dimensions of success. Analysis of the data revealed that the dimension benefits to the customer is by far the most important success dimension. The second in importance is meeting design goals. The other two dimensions are relatively unimportant.
The Relative Importance of Success Dimensions in Defense Development Projects
Traditionally, the success of a project is assessed using internal measures such as technical and operational goals, and meeting schedule and budget. More recently, it has been recognized that several other measures should be used to define project success. These measures reflect external effectiveness: the project's impact on its customers, and on the developing organization itself.
Critical factors in project implementation: a comparison of construction and R&D projects
Technovation, 1989
The theoretical literature on project management tends to assume that certain organizational rules, executive procedures, and environmental conditions (we call them 'critical success factors') are essential to the success of all types of projects. Mean while, management practitioners frequently ignore such general rules, because they are convinced that their particular projects pose entirely unique kinds of problems. This study, based on 408 responses to an extensive questionnaire, explores managerial perceptions about project characteristics. For this purpose. we chose two types of projects apparently lying at opposite ends of a spectrum of characteristicsconstruction and R&D. We were interested additionally in whether/actors considered crucial to successful execution varied over the life cycles of projects. The findings suggest that while some critical success factors appear to be common to both types of projects, there also exist significant differences; and, furthermore, that these factors tend to vary with stages in the Ii/e cycle. We conclude that practitioners may derive benefit from paying attention to normative project-management theory, but that theoreticians must also descend from the level of broad generalizations to take into account the peculiarities of various classes of projects.