Project Success, Cost And Quality

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

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.

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:

Ivan Lai from Macau University of Science and Technology, Macau and Frankie Lam from University of South Australia, Adelaide used a research model based on nine performance benchmarks and their corresponding performances. The intent of this research is to analyze the participants concern about the significance of perceived performance criteria and their relevant performance results in a construction project. The data of total 324 practitioners who were engaged in construction

successful IT project. These factors include: plan, people, communication, risk management, and the balance between time, quality and budget.

Many researchers have made an important distinction between project success criteria and success factors. Typically, success criteria are defined as result areas and success factors are defined as organizational areas (Westerveld, 2003). Furthermore, the terms are used to differentiate between project success and project management success (Cooke-Davies, 2002). In general, researchers believe that making a clear distinction between factors and criteria will lead to increased project success (Munns & Bjeirmi, 1996). This can also be looked at as the difference between efficiency and effectiveness, which are often

In many studies and reports, project successes tend to be measured against the prescribed schedule, cost and performance. In reality, project success measurement should be against projects constraints and the operational readiness status of the business environment. The combination of the two will assist in efficiently using the product or service as intended.

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.

The research on project management has been studied for decades. Many scholars and managers put great efforts into finding out what can influence project success. Through their continuing work and precious experiences, what factors dominate the success of projects is well documented in literature. The use of these guide texts can help project managers to deal with difficult tasks. Moreover, it is unanimous consensus that project critical success factors are necessary for management team to achieve project objectives and ensure success. If they are well considered and addressed, then it is more likely that a project would have more successful outcomes. On the other hand, if these factors are not rigorously taken into account,

Everyone wants to have a successful outcome for his or her project. The golden question is: What are the Influencers for Project Success? We all know every project is unique in terms of size; it’s uniqueness and complexity. But we more or less follow the same Project management guidelines drafted by the Project Management Body of Knowledge. If the process being followed is same then definitely we should be able to define some parameters and variables that can be influenced and monitored to succeed in the project. These parameters are called as project success factors and project success criteria.

This term paper will identify the necessary factors for project management success when embarking on system implementation changes.

The success principle states that the measure of the Dixon re-structuring project’s success “must be defined at the beginning of the project as a basis for project management decision” (Wideman, 2000). It is relevant to identify at what accomplishments the project must have for it to be reviewed as

Project Success Example- Fort Bliss Site Development Services- Nation’s Largest Military Communication Installation using Green Technology.

Briefing is the preliminary and most critical phase in construction projects which contributes to the success or failure of the project. One of the common characteristics of mega construction projects is that they include multiple stakeholders: Organizations, Clients, Governments sometimes, Consultants and the Recipients. Therefore, variable conflicts might occur between these stakeholders as a result of variations in interests, requirements, perspectives, expectations or methods of communication. Many studies have addressed this partials with the aim to improve and develop the briefing process, where lots of conceptual frameworks were initiated to manage and control multiple stakeholders but it still a major problem in the briefing process. Among the identified areas this is to identify and manage multiple stakeholders, assessing and accommodating their conflicting needs, expectations and requirements, in order to achieve value for money. This study aims to highlight the weakness in traditional stakeholder analysis techniques and evaluate the impact of multiple stakeholders ' conflicts in mega construction projects through a literature review and case studies to identify and manage them in the briefing process, estimate their requirements, needs and conflicting expectations and their impact on the project influence. The paper concludes with a number of recommendations for stakeholders ' management.

There are many stakeholders in this issue. Some are directly affected by the issues that are regarded as the Primary Stakeholders and some are not directly related which are regarded as the Secondary Stakeholders. The primary Stakeholders are constituted the desired beneficiaries of the project, for instance, the imposing agencies. The secondary