An Examination Of Project Management Success Factors And Best Practices During Health Integrated Infrastructure

This case study was originally prepared as part of Project Management Applications, the capstone course of the Master of Science in Project Management in the Department of Management Science at The George Washington University, by the graduating students listed

Some practitioners advocate that a project is successful if it satisfies all three legs of the triple constraint, namely, performance (specification), cost and time. This is viewed as the most basic level of project success (Greer, 1999). Thomsett (2002) in an extensive examination of 20 failing projects over a period of 18 years expands this criteria of success as: “satisfies stakeholder groups, meets functional requirements, meets quality expectations and requirements, within cost, within deadline, delivers sustained and actual benefits and provides the team with professional satisfaction and learning”.

A projects success and project managements success must be differentiated, as a project managements success can be measured by performance against quality, time and cost however a projects success can be measured by the overall projects objectives (Cooke-Davies 2002). The key criteria of a project discussed above is what the project management team and organisation together have set for the projects objective, which are the desired outcomes of the project from various aspects and stakeholders of an organisation. The following can be a standard for an organisation to follow to lessen the chance of project failure. Management must be engaged in the project and ready to support the needs of the project as top management have the resources, authority and power for implementation and as such can contribute and improve the project along the way. The project has clearly defined goals and directions with detailed specifications of the implementation process, client consultation with back and forth communication during the entire process and finally how the project is executed. Stakeholders also should agree upon success criteria of a project to ensure each stakeholders needs are met (Davis. K 2013).

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

With the exceptional growth in technology, the present day projects are often large and complex involving a significant risk. So, a Project Management Methodology enables the delivery organization to handle these projects comprehensively, systematically and in an integrated manner, which results in strategic, tactical and operational benefits.

Projects are used today as a way of achieving a variety of outcomes in local or international locations for new constructions, new product development, product improvement, process design, process improvement, utility installation, theory and technology development, and many more. Bringing a project to a successful conclusion requires the integration of numerous management functions like controlling, directing, team building, communication and others. It also requires cost and schedule management, technical and risk management, conflict and stakeholder 's management, and life cycle management.

Hartley titled, “Project management for critical access hospitals” does not approach achieving this support through the correct process. Hartley endorses promoting changes in the systems culture and then adding to that change (Hartley, 2013). Obstacles are then removed and a vision is created which enables the development of a strong coalition resulting in a feeling of urgency (Hartley, 2013). While this process will eventually achieve the desired results, it is must more convoluted than necessary and an easier path exists.

Project management provides reasonable scientific solutions in order to overcome difficulties and achieve success. Each project has a variety of objectives have to achieve, these objectives are vary and can be for organization objectives or for social objectives. However, the project objectives could face some obstacles could be lead to limited success. The attempt to discover the factors of project success and project failure was not easy task for both scholars and expertise. These definitions can provide a close understanding and explanation for these terms. Many project management literatures have variety definitions of project success. (Adinyira, 2012) pointed out that Pinto and Slevin (1988) defined the success as delivering projects on proper time, cost and quality. Others like westerveld, elizabith have different ideas regarding the success that are related to the judge of stakeholders and organizational management. However, nowadays success become more complex issue to determine, it is not only meeting the costs and time it is belonging to the typology and sector of the project

There are an abundance of issues that contribute to the relatively high failure rate of IT projects in healthcare. I believe the primary reason for this high failure rate is the complexity of healthcare including complex and fluid processes and a varied workforce ranging from physician and nurse to lab technician and aide (Boonstra, Versluis, & Vos, 2014). Another significant reason for this failure rate is the need for a paradigm shift to accept HIT in the healthcare setting and to be open to process changes/improvements (Shea & Belden, 2016; Chiocchio, Rabbat, & Lebel, 2015). As a nurse, I can attest that the overwhelming attitude toward HIT and changes/improvements is poor; nurses appear to like the status quo.

According to Kloppenborg (2015), “Project success is creating deliverables that include all of the agreed-upon features” (p.11). Other measures of success include the customer’s success, the performing organization’s success, the project team’s success, and if the project is completed on time and on budget.

This paper is designed to analyze some of the Lessons Learned and documented at project closeout phase. These analysis are based on the post implementation review and final review at completion of the project. Whether we are managing the upgrading or installations of a very small information technology (IT) system, or supervising a very large and complex construction project, there will definitely be some important lessons that we can all learn from these projects, even some projects that seems to be the most successful and trouble free have lessons from which we can all learn from. An effective Project Manager documents all the lessons learned from his project, analyzes them and applies all outcome of the lessons to future projects throughout the entire organization, this is because ability to review your project in addition to the outcome of Lessons Learned provides a very insightful and meaningful input to the success of future projects.

According to the Standish Group, successful IT projects range from 16-35% over the past 20 years (Dominguez, 2009). This is a clear indication that something is inadequate with IT project management. This shows than in any given year more than two thirds of all projects will fail. This is a very dismal statistic that must be corrected in order to ensure long term success for any organization. In order to begin this correction, it is imperative to understand the final results of projects which deem them failures, reasons why the project ended with these results, and recommendations to prevent future failures.

In order to achieve their business objective, project management and the used methodology are key factor which will be responsible for the success or failure of this project.

What is project failure? The impacts of project failure? The Top 10 problems that result in project failure • The cause of the problem • How to fix the problem • How to prevent the problem from happening again

“All projects need simple processes in place to monitor and control cost, progress and quality. It is argued, however, that projects involving innovation and complexity, almost regardless of size, need a “systems approach” to project management.”