Model of Critical Success Factors and Success Criteria for Project and Project Management Success in a Developing Country

It’s been said many times; the numbers tell the truth. The question has also been asked, “how can you manage what you can’t measure”? Today, many project managers and organizational leaders realize the importance of tracking project performance and managing multiple teams. The project management institute has made project performance tracking simple, using a series of formulas as warning metrics. This writing assignment review and apply a few of these important performance metrics as we encounter challenges with the Pizza Delivered Quickly (PDQ) application.

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”.

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

Measuring success is no easy mission but it is imperative in guaranteeing the sustainment of the project. The section below will address further measures of success in the aspect of the feasibility within the project.

Project quality is concerned with two ultimate goals i.e. efficiency of processes employed in the implementation of the project and ensuring the quality of the end-product, So that the product is “fit for use” and covers all the needs of user and its cost effectiveness. PMBOK recommends suggests employing quality planning, assurance and control for quality implementation of the project. In simple terms it is necessary to produce a quality product that the projects are being run with quality. That is why experts of the fields believe that quality of project guarantees the quality of end-product (Windmüller, 2013).

Critical success factors and critical success process are the areas of the project that are absolutely essential to its success. By identifying and communicating with these two concepts, it will help ensure the project is well focused and avoid wasting effort and resources on less important areas.

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 -

However, due to the particularity of project development, it is difficult for us to obtain accurate description from the project sponsor to determine the management objectives should be achieved. Management system on the gap, the manager's personal preferences, the project sponsor's level of knowledge, may lead to project managers in the development of the target deviation. We believe that management objectives are hierarchical, including high-level goals and low-level goals. For example, improving the organization's software development capabilities, process capability maturity, these are high-level goals; saving costs at some stage of a specific project, accelerating progress, there are low-level goals. In general, the more high-level goals can be accepted by more people, the use of long, wide range. In addition, low-level goals should be subject to high-level goals. But the low-level goals are more specific, which is easy to analyze and manage. Therefore, managers need a comprehensive analysis of the management objectives of the structure, selecting the appropriate level objectives. What’s more, in the same level of project management objectives always

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.

High - The project is crucial to accomplishing the key goals the organization has defined. Success of the project will clearly help to impact critical metrics. The project is built into the strategic planning and the goals/objectives of the organization.

The critical success factors identified by Pinto and Slevin (1987) based on the survey of the literature and interviews with project and programme managers are applied in most of the projects. The extent to which these factors are present in this project have been argued below:

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.

When discussing projects, project management and project managers, successful project completion is the only thing that matters to stakeholders. Understanding what the importance project knowledge through certification or education can have on the success of an organizations projects completing successfully is critical. Consequently, it makes perfect logic to examine whether education and certifications really hold any value in the success of organizations who manage their business through projects.

To realize the success of a project, the value must be attained through the core objectives and goals of the project to the stakeholders. This could be achieved by using the right processes throughout the project life cycle.

During 1970s success focused on time, cost and quality, which were the main factors for a project to be considered as successful. The following decades 1980s and 1990s there was a move towards the view of the project in relation to client’s organization. This had as result the production of a list of Critical Success Factors, which showed the importance of how Project Managers and Project Team perceived success. During 1990s and 2000s the Critical Success Factors were developed and the involvement of internal and external stakeholders was identified as important to the success of the project. Nowadays, the term success tends to focus more on stakeholders and project life cycle goals. In addition to this, the role of the