Key Success Drivers

2012 ◽  
Vol 3 (2) ◽  
pp. 1-20 ◽  
Author(s):  
Phil Crosby
Keyword(s):  
Success Factors ◽  
Project Success ◽  
High Technology ◽  
Practical Application ◽  
It Projects ◽  
Body Of Knowledge ◽  
Success Indicators ◽  
Strategic Success ◽  
Key Staff ◽  
Key Indicators

Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of projects from the last four decades, in what is believed to be the only modern meta-study of its type. The author posits that there is a body of knowledge within the literature from which a number of key indicators or focus areas can be derived for practical application especially in the early stages of projects. Studies encompassing more than 2,800 projects are examined, and the success factors for general, and high-technology, projects are newly grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers. New correlations between success indicators are presented and the principal drivers examined in further detail to reveal sometimes less obvious characteristics influencing project success. In a series of fieldwork interviews with key staff in high-technology projects, these drivers also emerge consistently as important factors in project success.

Key Success Drivers for Large High-Technology Projects

2016 ◽  
pp. 2341-2352
Author(s):  
Phil Crosby
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Project Success ◽  
High Technology ◽  
Strategic Success

Success in project management, and particularly in large, high-technology projects, continues to test the resources of organisations and their sponsors. This chapter revisits the conclusions of an earlier meta-study (Crosby, 2012a) that examined a large number of published case investigations and research efforts relating to the success and failure of projects. In that study, the success factors for general, and high-technology, projects were grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers, and the principal drivers were examined closely to reveal any less obvious characteristics influencing project success. This chapter takes the original findings of ranked success drivers and investigates how these align with the experiences of three large contemporary high-technology projects. The conclusions show that, while the original set of drivers remains valid as predictors of project success, the ranking is likely to vary, even between projects that are technically and structurally similar. Two additional success factors are added as a result of the present study.

scholarly journals A Proposal Model for Estimation of Project Success in Terms of Radial Based Neural Networks: A Case Study in Iran

2017 ◽  
Vol 3 (10) ◽  
pp. 904 ◽  
Author(s):  
Mahdi Asgari ◽  
Ali Kheyroddin ◽  
Hosein Naderpour
Keyword(s):  
Neural Networks ◽  
Construction Projects ◽  
Success Factors ◽  
Project Success ◽  
Rapid Assessment ◽  
Critical Success ◽  
Radial Basis Neural Networks ◽  
Success Indicators ◽  
Project Objectives ◽  
Key Indicators

For improving the conditions of project intended purpose and reaching high score in the project success, project Stakeholders (including employer, contractor, consultant and its users) try to comply with the implementation of project Critical Success Factors(CSFs) at the beginning of each project. This implementation is in two terms: economic and executive. Artificial neural networks are one of the new methods which have been developed to estimate and predict parameters by using inherent relationship among data. In this research, it tried to propose a model to determine the project success score by using radial basis neural networks. For reaching this purpose, firstly, the key indicators of project success (employer, contractor and consultant) among the main elements involved in the industry of macro-civil construction projects in Iran reviewed. Secondly, ten CSFs key project success indicators were recognized in five categories: (i) financial, (ii) interaction processes, (iii) manpower, (iv) contract settings and (v) characteristic nature of the project (based on conditions of the present research in Iran). Then, some projects were selected by random sampling of projects operated during the last 5 years in the country's Ministry of Energy. Among those projects, project information was collected by managers of large projects. After training the designed neural network, the project success model was provided based on an assessment of project objectives including factors of Scope, Time, Cost, and Quality of the projects. For facilitating other researches’ use, the applied equation of the model was presented as well. Outputs, calculated by the proposed model, were in good agreement with the actual number of projects assessed in Iran. The results of this study may be used as a tool in implementing projects for the rapid assessment of achieving project goals’ facilities.

Key Success Drivers for Large High-Technology Projects

2014 ◽  
pp. 167-178
Author(s):  
Phil Crosby
Keyword(s):  
Project Management ◽  
Success Factors ◽  
Project Success ◽  
High Technology ◽  
Strategic Success

Success in project management, and particularly in large, high-technology projects, continues to test the resources of organisations and their sponsors. This chapter revisits the conclusions of an earlier meta-study (Crosby, 2012a) that examined a large number of published case investigations and research efforts relating to the success and failure of projects. In that study, the success factors for general, and high-technology, projects were grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers, and the principal drivers were examined closely to reveal any less obvious characteristics influencing project success. This chapter takes the original findings of ranked success drivers and investigates how these align with the experiences of three large contemporary high-technology projects. The conclusions show that, while the original set of drivers remains valid as predictors of project success, the ranking is likely to vary, even between projects that are technically and structurally similar. Two additional success factors are added as a result of the present study.

The Software Engineering Discipline

2006 ◽  
pp. 59-97
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Software Development ◽  
Success Factors ◽  
Project Success ◽  
It Project Management ◽  
It Projects ◽  
Engineering Discipline

Software engineering is vital for the proper planning of IT projects, although it is not a formal part of project management. The software engineering embedded in the acquired products will significantly affect long-term project success factors, even for IT projects that primarily involve software acquisition and integration instead of software development,. In this chapter I review software engineering and its relation to IT project management.

Proposing Knowledge Sharing as a Mediator Between Positive Gossip and Success of IT Projects

2021 ◽  
Vol 12 (3) ◽  
pp. 40-49
Author(s):  
Habiba Shah ◽  
Syed Danial Hashmi ◽  
Iram Naz
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Success Factors ◽  
Project Success ◽  
Underlying Mechanism ◽  
Informal Networks ◽  
It Projects ◽  
Team Members ◽  
Critical Success ◽  
Data Collection Technique

Using evolutionary perspective of gossip and knowledge-based view, the study proposes knowledge sharing behaviour as the underlying mechanism that helps in establishing the relationship between positive workplace gossip and success of IT projects. The study used multi-source and multi-layered data collection technique; data were collected from 304 employees working in information technology (IT) projects within Pakistan. The study used peer reports for knowledge sharing behaviour, while gossip and project success were self-reported. Results of the study show that positive workplace gossip has a positive relation with project success. The study also found support of partial mediation of knowledge sharing behaviour between positive workplace gossip and project success. These results have crucial implications for policy makers and project managers of IT projects. The findings reveal the importance of informal social networks of project team members towards project success. Managers shall device such mechanisms that allow for propagation of informal networks and knowledge sharing. Keywords Critical Success Factors, Information Technology Projects, Knowledge Sharing Behaviour, Positive Workplace Gossip, Project Success.

A Holistic Approach for Understanding Project Management

2010 ◽  
Vol 3 (2) ◽  
pp. 17-31 ◽  
Author(s):  
Theresa A. Kraft ◽  
Annette L. Steenkamp
Keyword(s):  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Holistic Approach ◽  
It Projects ◽  
Critical Success ◽  
Body Of Knowledge ◽  
It Project ◽  
Project Failures ◽  
It Project Failure

Companies invest significant sums of money in major Information Technology (IT) projects, yet success remains limited. Despite an abundance of IT Project Management (ITPM) resources available to project teams, such as the Project Management Institute (PMI) Body of Knowledge, IT standards and IT governance, a large percentage of IT projects continue to fail and ultimately get scrapped. Recent studies have shown an average of 66% IT project failure rate, with 52% of the projects being cancelled, and 82% being delivered late. The purpose of this research was to provide a way for uncovering potential causes of IT project failures by utilizing a systemic and holistic approach to identify critical success factors for project management. The holistic approach has enabled the development of an ITPM conceptual model, which provides a method to evaluate the critical success factors of a given project, and their alignment with each other. The adoption of the systemic methodology and its implementation increase the potential for IT project success, and alert project leaders of potential problems throughout the life of the project.

scholarly journals Modern technologies influence on project success factors in IT sector of Serbia

2021 ◽  
Vol 11 (2) ◽  
pp. 124-137
Author(s):  
Tamara Zorić ◽  
Vesna Makitan ◽  
Eleonora Brtka ◽  
Simo Mrđen
Keyword(s):  
Project Management ◽  
Industry 4.0 ◽  
Information Technologies ◽  
Success Factors ◽  
Project Success ◽  
Positive Impact ◽  
It Projects ◽  
Technological Advances ◽  
Conducting Research ◽  
Modern Technologies

Given the technological advances and the recognized importance of the application of technologies in project management, the question arises whether the technologies of Industry 4.0 can solve the problem of failure of information technologies (IT) projects. This question is the main motivator for writing this paper and conducting research on this topic. This paper describes a research that was conducted with the intention of examining the extent to which modern technologies can contribute to the success of IT projects. The research shows the extent to which modern technologies are applied in project management in the IT sector of Serbia, as well as the extent to which experts believe that these technologies have a positive impact on project success, analyzing the issue through their impact on success factors. This research provides insights that can contribute to a better understanding of modern technologies and their application in practice.

A Holistic Approach for Understanding Project Management

2012 ◽  
pp. 25-39 ◽  
Author(s):  
Theresa A. Kraft ◽  
Annette Lerine Steenkamp
Keyword(s):  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Holistic Approach ◽  
It Project Management ◽  
It Projects ◽  
Critical Success ◽  
Body Of Knowledge ◽  
It Project ◽  
Project Failures

Companies invest significant sums of money in major Information Technology (IT) projects, yet success remains limited. Despite an abundance of IT Project Management (ITPM) resources available to project teams, such as the Project Management Institute (PMI) Body of Knowledge, IT standards and IT governance, a large percentage of IT projects continue to fail and ultimately get scrapped. Recent studies have shown an average of 66% IT project failure rate, with 52% of the projects being cancelled, and 82% being delivered late. The purpose of this research was to provide a way for uncovering potential causes of IT project failures by utilizing a systemic and holistic approach to identify critical success factors for project management. The holistic approach has enabled the development of an ITPM conceptual model, which provides a method to evaluate the critical success factors of a given project, and their alignment with each other. The adoption of the systemic methodology and its implementation increase the potential for IT project success, and alert project leaders of potential problems throughout the life of the project.

scholarly journals Key Success Indicators for PPP Projects: Evidence from Hong Kong

2018 ◽  
Vol 2018 ◽  
pp. 1-10 ◽  
Author(s):  
Yanhong Liang ◽  
Hongjun Jia
Keyword(s):  
Hong Kong ◽  
Empirical Data ◽  
Questionnaire Survey ◽  
Success Factors ◽  
Project Success ◽  
Private Partnership ◽  
Five Dimensions ◽  
Critical Success ◽  
Success Indicators ◽  
Solid Foundation

Because a consensus has yet to be reached on how to assess the success of a Public-Private Partnership (PPP) project, it is meaningful to study the multidimensional indicators to assess PPP project success. It merits attention that PPP project success indicators are totally different from PPP critical success factors (CSFs), which have attracted a lot of attention from scholars. This study conducts a questionnaire survey to identify the crucial considerations of project success from the perspectives of different PPP stakeholders. In line with previous studies, five dimensions of PPP project success that were developed from different stakeholder viewpoints and time frameworks were tested based on the empirical data. The dimensions mapped in the study not only provide a benchmark for practitioners to diagnose the extent of PPP project success but also provide a solid foundation for scholars to conduct further studies regarding PPP project success.

Preliminary Study of the Impact of Critical Success Factors on Project Success in Pakistan

2014 ◽  
Vol 1 (4) ◽  
pp. 9-13 ◽  
Author(s):  
Aqeel Ahmed ◽  
Muhammad Sehail Younis
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Workforce Planning ◽  
Survey Instrument ◽  
Past Performance ◽  
Cronbach Alpha ◽  
Critical Success ◽  
Preliminary Study ◽  
The Impact

This preliminary study attempts to link among the critical success factors on overall project success in public sector organizations in Pakistan.  In this study it’s reflected that major critical success factors (soundness of Business & workforce, planning & control, quality performance and past performance) can enhance the success of the project in Pakistan.  The purpose of this preliminary study was to verify the reliability of the survey instrument which has been used in European countries. It was found that the planning & control was the highest Cronbach Alpha value, while the ranged for each constructs in the present study from 0.68 to 0.88.  Therefore, based on the Cronbach alpha value score, the proposed survey instrument has fulfilled the basic requirement of a valid instrument.

Sign in / Sign up

Export Citation Format

Share Document