Establishing Critical Success Criteria For A Project Management Success

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 rates each of the four phases using the following project management knowledge areas: Scope, Time, Cost, Quality, Human Resource, Communication, Risk, Procurement, and Integration Management. An Excellent (5) rating was provided to the project management areas where the project management team were so successful. A Very Good (4) was given for the areas in which the project management team performed very well. A Good (3) was given for the areas in which the project management team performed well. A Poor (2) was given to the areas which had just applied new procedures. A Very Poor (1) rating was given to the project management areas in which either were not achieved the needed goals or were implemented unsuccessfully. In the fifth phase “Lessons Learned” we have studied the whole project, identified the area of improvements and learned how such adjustments can be used in coming

The significance of these milestones is to enable the team to identify where the key elements of the project are, in terms of risk

Performance measurements are used to characterize and define performance in a project. They are used to track and manage progress toward achieving specific project goals. Performance measurements help determine how decision-making processes of a project led to its success or failure, understanding these can help organizations make future improvements. It is a project manager's responsibility to measure performance based on the triple constraints of time, budget, and quality of a project. There are many performance measurements a project manager can use based on the type of project at hand, this paper compares and contrasts the following measurements -

Scaling the ongoing attainment of the goals to get the client’s evaluation of the progress made.

Backed up compensation records, data input backlogged, paper record files, benefits packages costing more than the employees are getting

Project Scope Management follows a five step process that makes the project successful; the five steps that are needed are,

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.

The milestones should be truly significant and reasonable in terms of deadlines. This method would likely be applied when an important piece of equipment needs to be installed; a cutover to a new system; or completion of project phases.

According to Hillson & Simon (2012), in order for a project to be considered successful, the Critical Success Factors (CSF) must be completed. Those CSF’s include:

2- Project Scope: "The finite set of correct end products, deliverables, or outputs that the project team undertakes to provide to the client (the owner or sponsor) of the project" (Kerzner & Black

Prior to the onset of modern project management, the success criteria of a project lay solely on the technical success, or scope of the resulting product or service. Today, adherence to budget and schedule form a triangle of success factors alongside scope, with client satisfaction also developing as a key determinant of project success (Kerzner, 2004). However, the delivery of project scope will always take precedence over all other project factors, because if a project fails to deliver on its original intention, need or functionality, the project will always be considered as a failure. This essay will analyse the adequacy of the Guide to the Project Management Body of Knowledge’s (PMBOK) definition of Project Scope Management in relation

Model #5 of Table 15 shows three statistically significant individual regression coefficients. The Certifications measure of the independent variable, Culture of Safety, positively relates to the operational measure (CPAR) of Project Performance, as proposed by Hypothesis 1a.

List down and briefly describe the outputs to be produced for the achievement of each of the project objectives. Outputs are results or products that are “delivered” in order to ensure project success. Several outputs may be necessary to attain an objective. In this section, and for each desired output, specify performance indicators. Performance indicators spell out the desired quality, nature and/or content of the expected output.

4. Hurdle Rate – a level that a project’s ROR must “jump over” or exceed