Project success vs Project management success - Revision history

S210695 at 18:14, 22 March 2022

2022-03-22T18:14:51Z

S210695 at 18:05, 22 March 2022

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	Two perspectives need to be considered when evaluating a project’s performance: project management success and project success.		Two perspectives need to be considered when evaluating a project’s performance: project management success and project success.

	~~On the other hand, project~~ management success responds to the question “''Was the project done right''”? This relates to efficiency in the project which translates into delivering the project within the constraints: scope, quality, and time. Some activities that enable project management success are planning and scheduling, cost, and risk management <ref name="RadujkovićSjekavica"/>.		Project management success responds to the question “''Was the project done right''”? This relates to efficiency in the project which translates into delivering the project within the constraints: scope, quality, and time. Some activities that enable project management success are planning and scheduling, cost, and risk management <ref name="RadujkovićSjekavica"/>.

	~~Project~~ success answers the question “''Was the right project done''”? This relates to the effectiveness of the project, which translates into the long-term benefits and value of the project. Some of the factors that enable project success are the cooperation of both project management and line management and aligning projects with the organization's strategy and goals <ref name="CookeDavies2002"/>.		On the other hand, project success answers the question “''Was the right project done''”? This relates to the effectiveness of the project, which translates into the long-term benefits and value of the project. Some of the factors that enable project success are the cooperation of both project management and line management and aligning projects with the organization's strategy and goals <ref name="CookeDavies2002"/>.

	Even though one kind of success does not guarantee that the project will be completely successful, several studies have shown a correlation between these two kinds of success. The chances of the overall project's success rise when the right planning, budgeting, and scope are defined in advance <ref name="EmpiricalAnalysis"/>.		Even though one kind of success does not guarantee that the project will be completely successful, several studies have shown a correlation between these two kinds of success. The chances of the overall project's success rise when the right planning, budgeting, and scope are defined in advance <ref name="EmpiricalAnalysis"/>.

S210695 at 18:04, 22 March 2022

2022-03-22T18:04:11Z

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	Two perspectives need to be considered when evaluating a project’s performance: project success and project management success.		Two perspectives need to be considered when evaluating a project’s performance: project management success and project success.

			On the other hand, project management success responds to the question “''Was the project done right''”? This relates to efficiency in the project which translates into delivering the project within the constraints: scope, quality, and time. Some activities that enable project management success are planning and scheduling, cost, and risk management <ref name="RadujkovićSjekavica"/>.

	Project success answers the question “''Was the right project done''”? This relates to the effectiveness of the project, which translates into the long-term benefits and value of the project. Some of the factors that enable project success are the cooperation of both project management and line management and aligning projects with the organization's strategy and goals <ref name="CookeDavies2002"/>.		Project success answers the question “''Was the right project done''”? This relates to the effectiveness of the project, which translates into the long-term benefits and value of the project. Some of the factors that enable project success are the cooperation of both project management and line management and aligning projects with the organization's strategy and goals <ref name="CookeDavies2002"/>.

	On the other hand, project management success responds to the question “''Was the project done right''”? This relates to efficiency in the project which translates into delivering the project within the constraints: scope, quality, and time. Some activities that enable project management success are planning and scheduling, cost, and risk management <ref name="RadujkovićSjekavica"/>.

	Even though one kind of success does not guarantee that the project will be completely successful, several studies have shown a correlation between these two kinds of success. The chances of the overall project's success rise when the right planning, budgeting, and scope are defined in advance <ref name="EmpiricalAnalysis"/>.		Even though one kind of success does not guarantee that the project will be completely successful, several studies have shown a correlation between these two kinds of success. The chances of the overall project's success rise when the right planning, budgeting, and scope are defined in advance <ref name="EmpiricalAnalysis"/>.
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	A common description of a project manager’s goal is to manage projects in such a way that brings completion on time, within budget and that ensures the intended quality <ref name="SimpsonWD"/>. Hence, quality and scope should be defined from the very beginning of the project. Even though the right planning of the project does not guarantee success, the lack of planning will most likely cause it to fail. Therefore, one would assume that defining the right planning, budgeting and scope clear in advance would at least, increase the chances of a project’s success. However, there have been many projects that followed the initial plan, leading to completion within time and budget while meeting previously defined success criteria but ended up failing. These projects failed to provide long-term value for the company or produce any benefits for stakeholders <ref name="EmpiricalAnalysis"/>. Therefore, to assess a project’s success, two perspectives have been defined <ref name="MunnsBjeirmi"/>:		A common description of a project manager’s goal is to manage projects in such a way that brings completion on time, within budget and that ensures the intended quality <ref name="SimpsonWD"/>. Hence, quality and scope should be defined from the very beginning of the project. Even though the right planning of the project does not guarantee success, the lack of planning will most likely cause it to fail. Therefore, one would assume that defining the right planning, budgeting and scope clear in advance would at least, increase the chances of a project’s success. However, there have been many projects that followed the initial plan, leading to completion within time and budget while meeting previously defined success criteria but ended up failing. These projects failed to provide long-term value for the company or produce any benefits for stakeholders <ref name="EmpiricalAnalysis"/>. Therefore, to assess a project’s success, two perspectives have been defined <ref name="MunnsBjeirmi"/>:

			* Project management success is based on delivering the requirements on time within budget. It is associated with efficiency, which is doing things right. Successful project management means planning in the right way and following the plan.

	* Project success is based on the long-term benefits and value of the project. It is associated with effectiveness, which is the capability of delivering the desired result		* Project success is based on the long-term benefits and value of the project. It is associated with effectiveness, which is the capability of delivering the desired result
	* Project management success is based on delivering the requirements on time within budget. It is associated with efficiency, which is doing things right. Successful project management means planning in the right way and following the plan.

	[[File:Success.png\|center\|600px\|thumb\|Figure 1 - Project Management vs Project Success]]		[[File:Success.png\|center\|600px\|thumb\|Figure 1 - Project Management vs Project Success]]

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2022-03-22T18:02:54Z

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	''ISO 21502''. Project management guidelines are presented in this document. These guidelines apply to any organization, as well as to any type of project. Within the context of project management, the document describes high-level practices that are considered to generate successful results. All project management concepts, prerequisites and project management practices are defined in this document. The document covers the whole life-cycle of any project in all kinds of industries.		''ISO 21502''. Project management guidelines are presented in this document. These guidelines apply to any organization, as well as to any type of project. Within the context of project management, the document describes high-level practices that are considered to generate successful results. All project management concepts, prerequisites and project management practices are defined in this document. The document covers the whole life-cycle of any project in all kinds of industries.

			''An empirical analysis of the relationship between project planning and project success.'' This article studies the relationship between project management and overall project success. Three project management practices are considered: requirements definition, definition of technical specifications, and project management processes and procedures. Furthermore, three different overall project success are considered: end-user, project manager, and contracting office. An analysis of the statistical correlation between the two sets of variables was performed using data from more than a hundred Israeli defense R&D projects. The findings suggest that the degree of implementation of management processes and procedures has little or no effect on the success of projects, as modern computerized tools and project management training can assist in the process. Investing in the definition of requirements and the development of technical specifications, on the other hand, is positively correlated with project success.

	== References ==		== References ==

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	== Annotated bibliography ==		== Annotated bibliography ==
	''The ‘‘real’’ success factors on projects.'' The quest for success in project management has been on for decades, and researchers have found numerous factors that have been reflected in project management literature. This article identifies twelve factors that are key to project success, project management success and overall project success using empirical research. In order to do this, the author studies overall project success by answering the following questions: “What factors lead to project management success?”, “What factors lead to a successful project?” and “What factors lead to consistently successful projects?”		''The ‘‘real’’ success factors on projects.'' The quest for success in project management has been on for decades, and researchers have found numerous factors that have been reflected in project management literature. This article identifies twelve factors that are key to project success, project management success and overall project success using empirical research. In order to do this, the author studies overall project success by answering the following questions: “What factors lead to project management success?”, “What factors lead to a successful project?” and “What factors lead to consistently successful projects?”

			''ISO 21502''. Project management guidelines are presented in this document. These guidelines apply to any organization, as well as to any type of project. Within the context of project management, the document describes high-level practices that are considered to generate successful results. All project management concepts, prerequisites and project management practices are defined in this document. The document covers the whole life-cycle of any project in all kinds of industries.

	== References ==		== References ==

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2022-03-22T17:51:10Z

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	== Annotated bibliography ==		== Annotated bibliography ==
	~~Provide key references (3-10), where a reader can find additional information~~ on ~~the subject~~. The ~~article MUST make appropriate references to the~~ and ~~reference material provided~~ in ~~class – either incorporating it as a source, or critically discussing aspects~~ that are ~~missing from it but covered by this article~~. ~~Summarize and outline the relevance of each reference~~ to the ~~topic (around 100 words per reference). The bibliography is not counted in~~ the ~~suggested 3000 word target length of the article~~		''The ‘‘real’’ success factors on projects.'' The quest for success in project management has been on for decades, and researchers have found numerous factors that have been reflected in project management literature. This article identifies twelve factors that are key to project success, project management success and overall project success using empirical research. In order to do this, the author studies overall project success by answering the following questions: “What factors lead to project management success?”, “What factors lead to a successful project?” and “What factors lead to consistently successful projects?”


	== References ==		== References ==

S210695 at 17:39, 22 March 2022

2022-03-22T17:39:43Z

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	On the other hand, project management success responds to the question “''Was the project done right''”? This relates to efficiency in the project which translates into delivering the project within the constraints: scope, quality, and time. Some activities that enable project management success are planning and scheduling, cost, and risk management <ref name="RadujkovićSjekavica"/>.		On the other hand, project management success responds to the question “''Was the project done right''”? This relates to efficiency in the project which translates into delivering the project within the constraints: scope, quality, and time. Some activities that enable project management success are planning and scheduling, cost, and risk management <ref name="RadujkovićSjekavica"/>.

	Even though one kind of success does not guarantee that the project will be completely successful, several studies have shown a correlation between these two kinds of success. The chances of the overall project's success rise when the right planning, budgeting, and scope are defined in advance.		Even though one kind of success does not guarantee that the project will be completely successful, several studies have shown a correlation between these two kinds of success. The chances of the overall project's success rise when the right planning, budgeting, and scope are defined in advance <ref name="EmpiricalAnalysis"/>.
	Many frameworks have been developed to measure project success. Some of them focus on overall success, such as "The relative importance of project success dimensions” developed by Stan Lipovetsky. It suggests measuring project success by evaluating four different dimensions: meeting design and planning goals; customer benefits; benefit to the implementing organisation; and benefit to the infrastructure.		Many frameworks have been developed to measure project success. Some of them focus on overall success, such as "The relative importance of project success dimensions” developed by Stan Lipovetsky. It suggests measuring project success by evaluating four different dimensions: meeting design and planning goals; customer benefits; benefit to the implementing organisation; and benefit to the infrastructure <ref name="Lipovetsky"/>.
	Alternatively, other frameworks only focus on one kind of success, such as the Iron Triangle of Projects, which involves the three main constraints in Project Management: cost, quality and cost.		Alternatively, other frameworks only focus on one kind of success, such as the Iron Triangle of Projects, which involves the three main constraints in Project Management: cost, quality and cost <ref name="Lock"/>.

	One of the main limitations when evaluating project success is that it can be very challenging defining success criteria. As viewpoints and priorities differ, individuals will perceive success differently. Furthermore, effectiveness measures are less tangible and, as they are focused on long-term benefits, they are more difficult to estimate.		One of the main limitations when evaluating project success is that it can be very challenging defining success criteria. As viewpoints and priorities differ, individuals will perceive success differently<ref name=" Maylor "/>. Furthermore, effectiveness measures are less tangible and, as they are focused on long-term benefits, they are more difficult to estimate <ref name=" Crawford "/>.


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	=== Ambiguity===		=== Ambiguity===
	Many success criteria do not have a strict definition and can be interpreted differently. Ambiguity is mainly related to project success criteria as they have a broader definition and are less tangible. The success criteria for project management are normally not affected by this issue because cost, quality and time are characterized by numerical values. An example of ambiguous criteria is customer satisfaction, as it is very difficult to quantify. ~~Ambiguity in~~ success criteria can lead to changes in priorities, inadequate allocation of resources and misunderstandings between the project team, stakeholders and managers <ref name=" Crawford "/>.		Many success criteria do not have a strict definition and can be interpreted differently. Ambiguity is mainly related to project success criteria as they have a broader definition and are less tangible. The success criteria for project management are normally not affected by this issue because cost, quality and time are characterized by numerical values. An example of ambiguous criteria is customer satisfaction, as it is very difficult to quantify. Subject interpretation of success criteria can lead to changes in priorities, inadequate allocation of resources and misunderstandings between the project team, stakeholders and managers <ref name=" Crawford "/>.

	=== Diversity===		=== Diversity===
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	=== Subjectivity===		=== Subjectivity===
	Despite some success criteria standing out among all relevant criteria, most authors are unable to agree on which are the most significant ones ~~as for now~~ there is no universal framework or definition of project success~~. This~~ leads to project success being, to some extent, subjective <ref name="Farzana"/>.		The majority of the frameworks defined in this article sum up some of the most relevant metrics to measure project success. Despite some success criteria standing out among all relevant criteria, most authors are unable to agree on which are the most significant ones. Therefore, there is no universal framework or definition of project success, which leads to project success being, to some extent, subjective <ref name="Farzana"/>.

	== Annotated bibliography ==		== Annotated bibliography ==

S210695: /* Subjectivity */

2022-03-22T17:37:25Z

Subjectivity

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	=== Subjectivity===		=== Subjectivity===
	Despite some success criteria standing out among all relevant criteria, most authors are unable to agree on which are the most significant ones~~. Therefore,~~ there is no universal framework or definition of project success~~, which~~ leads to project success being, to some extent, subjective <ref name="Farzana"/>.		Despite some success criteria standing out among all relevant criteria, most authors are unable to agree on which are the most significant ones as for now there is no universal framework or definition of project success. This leads to project success being, to some extent, subjective <ref name="Farzana"/>.

	== Annotated bibliography ==		== Annotated bibliography ==

S210695: /* Subjectivity */

2022-03-22T17:34:43Z

Subjectivity

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	=== Subjectivity===		=== Subjectivity===
	~~The majority of the frameworks defined in this article sum up some of the most relevant metrics to measure project success.~~ Despite some success criteria standing out among all relevant criteria, most authors are unable to agree on which are the most significant ones. Therefore, there is no universal framework or definition of project success, which leads to project success being, to some extent, subjective <ref name="Farzana"/>.		Despite some success criteria standing out among all relevant criteria, most authors are unable to agree on which are the most significant ones. Therefore, there is no universal framework or definition of project success, which leads to project success being, to some extent, subjective <ref name="Farzana"/>.

	== Annotated bibliography ==		== Annotated bibliography ==

S210695: /* Ambiguity */

2022-03-22T17:34:14Z

Ambiguity

← Older revision		Revision as of 17:34, 22 March 2022
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	=== Ambiguity===		=== Ambiguity===
	Many success criteria do not have a strict definition and can be interpreted differently. Ambiguity is mainly related to project success criteria as they have a broader definition and are less tangible. The success criteria for project management are normally not affected by this issue because cost, quality and time are characterized by numerical values. An example of ambiguous criteria is customer satisfaction, as it is very difficult to quantify. ~~Subject interpretation of~~ success criteria can lead to changes in priorities, inadequate allocation of resources and misunderstandings between the project team, stakeholders and managers <ref name=" Crawford "/>.		Many success criteria do not have a strict definition and can be interpreted differently. Ambiguity is mainly related to project success criteria as they have a broader definition and are less tangible. The success criteria for project management are normally not affected by this issue because cost, quality and time are characterized by numerical values. An example of ambiguous criteria is customer satisfaction, as it is very difficult to quantify. Ambiguity in success criteria can lead to changes in priorities, inadequate allocation of resources and misunderstandings between the project team, stakeholders and managers <ref name=" Crawford "/>.

	=== Diversity===		=== Diversity===