Project Success as an Evolving Concept (original) (raw)

Measuring project success: conceptualizing a new approach applicable to all project types

2018

There is much confusion about what constitutes a successful project, since often the criteria applied are not made clear at the outset and the boundaries for what is to be included in the evaluation become blurred. To overcome this problem, a new approach (called i3d3) is conceptualized for measuring project success based on the objectives of multiple stakeholder groups, and conducted at multiple assessment points in time. It also enables a method for comparing success between projects regardless of type, size or location so that differential performance outcomes across a portfolio of projects become manifest. It is concluded that there are generic criteria applicable to any project type, although the detail of the evaluation may require specific customization to capture the pertinent characteristics involved. A single score can be computed to identify success and to rank projects on a common scale. This paper sets out the framework for achieving such an outcome and establishes the ...

Defining and measuring project success

This paper analyses the related concepts of software project success, software project management success and software project product success and proposes a set of dimensions for defining and measuring software project success. An extension of the DeLone and Mclean (1992, p. 87) model is proposed as a base model for software project success. Even though this investigation is only a first step in defining project success, it is expected to be of interest to both Information System and Project Management researchers and practitioners.

A Comparative Framework for Measuring Project Success

Innovation and Supply Chain Management, 2012

Project success is a vague concept among researchers and practitioners. Many researchers have tried to explain when a project could be called successful, but there is no agreement. The reason is existence of different stakeholders and viewpoints in a project. In this article we aim to make a comparative framework to compare different viewpoints and discover intersections and variances in the concept of project success to decrease these diversities. We review 173 selected papers and make an integrated framework containing nine different viewpoints that could be used as a raw dataset to explore trends in the literature and hidden aspects of project success. Analyzing statistics of this framework we found that: 1) Although the focus on stakeholders' satisfaction are increasing but still cost, time and quality is dominating success criteria for evaluating project success. And also we categorized nine success criteria to three levels of priority i.e. high, medium and low priority, based on the frequency of appearance in the papers. Then we found some corelationships between nine groups of criteria using Association Rules method. 2) During 80s most papers deal with cost, time and quality (project management success), and in 90s it expanded to customer satisfaction (product success), then currently, it expanded to multiple project evaluation (program success). We also found that there are still some forgotten parts of project success and we argue that one of the most important hidden aspects is "Project Selection Success". It should be considered because it defines project success at its origin. Furthermore its influence on the project management and total project success is not clearly defined in the literature.

Reconciling the Views of Project Success

Project Management Journal, 2018

This article presents a new model encompassing all the important critical attributes needed to measure project success across different stakeholder groups. The study investigates the possibility that project failure is a result of the interpretations of the criteria and factors used for success by multiple stakeholder groups. Unique projects must have their outcome parameters monitored and controlled to minimize the chances of failure and the likely major financial and managerial ramifications for the organization. Early testing of the model supports its use to increase the shared, multiple stakeholder perception of project success, leading to more informed decision making and motivation of employees.

Project Success: A Multidimensional Strategic Concept

Long Range Planning, 2001

This article presents projects as powerful strategic weapons, initiated to create economic value and competitive advantage. It suggests that project managers are the new strategic leaders, who must take on total responsibility for project business results. Defining and assessing project success is therefore a strategic management concept, which should help align project efforts with the short-and long-term goals of the organization. While this concept seems simple and intuitive, there is very little agreement in previous studies as to what really constitutes project success. Traditionally, projects were perceived as successful when they met time, budget, and performance goals. However, many would agree that there is more to project success than meeting time and budget. The object of this study was to develop a multidimensional framework for assessing project success, showing how different dimensions mean different things to different stakeholders at different times and for different projects. Given the complexity of this question, a combination of qualitative and quantitative methods and two data sets were used. The analysis identified four major distinct success dimensions: (1) project efficiency, (2) impact on the customer, (3) direct business and organizational success, and (4) preparing for the future. The importance of the dimensions varies according to time and the level of technological uncertainty involved in the project. The article demonstrates how these dimensions should be addressed during the project's definition, planning, and execution phases, and provides a set of guidelines for project managers and senior managers, as well as suggestions for further research. k c

Measuring Project Outcomes: A Review of Success Effectiveness Variables

2012

The main objective of each project is to be successful. The field of project management is directly related with project success. At least for five decades the project evaluation was determined by meeting three criteria (time, cost, quality). Many researchers suggest that success can’t be accessed only through the three criteria, since project success is more complex. Do the owner, developer, contractor, user, general public see the project with the same dimensions of success? The success criteria vary from project to project since we have different types with different people. In project assessment we may need a multidimensional approach due to project complexity differences that will also take under consideration the project effectiveness variables. The paper reviews the appropriate management models that include key elements of measuring project success and project effectiveness that can both be outcomes in a project.

An empirical investigation into different stakeholder groups perception of project success

Organizations use projects to manage customized, one-off events across a wide range of functions. Project management is an essential operational tool and process that is utilized to effectively and efficiently manage resources, tasks and activities, and associated timelines. The purpose of this paper is to investigate the possibility that failure is a result of different interpretations of the criteria and factors used for success by multiple stakeholder groups. Currently, there is no recorded theory to determine project success within the project management literature, which includes both the perspective of multiple stakeholder groups and shared use of success dimensions for a given project. This omission is the basis of the current work, which explores the impact of using all stakeholder views as opposed to a selected few to define project success. The research outcomes are important for informed managerial decision making that enables the minimization of major financial losses. Crown

A retrospective look at our evolving understanding of project success

2006

Our views on project success have changed over the years from definitions that were limited to the implementation phase of the project life cycle to definitions that reflect an appreciation of success over the entire project and product life cycle. This paper assesses our evolving understanding of project success over the past 40 years and discusses conditions for success, critical success factors and success frameworks. The paper concludes with a holistic view of project success and its implications for practice.

Success criteria and critical success factors in project success: a literature review

2018

Project success criteria are dependent variables that measure the successful outcome of a project, while project success factors are the independent elements of a project that can increase the likelihood of success. In other words, success criteria are used to measure success whilst success factors facilitate the achievement of success. The purpose of this paper is to systematically record and identify project success criteria as well as critical success factors found in the literature and published in academic journals in order to form an effective and widely accessible framework to measure project success. Time - schedule, cost - budget, user satisfaction, quality-performance, business and commercial performance are the most frequently used success criteria, followed by technical specifications and requirements, stakeholders’ satisfaction, strategic goals/objectives and competitiveness, functionality, project team satisfaction and safety. Some researchers also refer to contractor ...

A contemporary vision of project success criteria

Brazilian Journal of Operations & Production Management

Goal: The objective of this research is to provide researchers and project management professionals with a contemporary view of the measurement of project success. Design/Methodology/Approach: After a dense literature review, a research-based study analyzes the project success criteria perspectives of 264 Brazilian project managers and provides a ranking of the most widely used measures in practice in Brazilian organizations. Results: The study analyzes contemporary literature on project success criteria and discusses overlaps and trends. One of the important findings of this research is the identification of mismatches between academic perspectives and those of project managers in regard to project success as well as real success criteria used in organizations. Limitations of the investigation: As the sample covered was comprised exclusively of Brazilian project managers, cross-cultural success criteria research is, therefore, encouraged. Practical implications: The proposed perfor...