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You are here: UK Essays Dissertations Project Management Avoiding Project Failure
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Projects make a vital contribution to industrialisation and hence the growth of a nation's economy. The importance of projects in the development of any nation cannot be overemphasized. This is demonstrated in various literatures explaining the success and failure of projects. Although projects are said to be important, its implementation can be an uphill task. Various researchers have discussed project management as a technique to help prevent against failure in projects. Others have established checklists to help prevent failure. Despite the increased project management awareness and these checklists, some projects still fail, Atkinson (1999). All projects are constrained by inherent risks; knowledge of these risks will play an important role in achieving success and avoiding failure. Usually projects consist of three stages consisting of the approval, execution and evaluation stages. If any of these stages is not managed properly it may result to the failure of the entire project. Failure or Success in projects is a multi-dimensional issue and may be influenced by so many factors. Some projects may have failed in project management practices including cost overrun, scope creep, delay in schedule etc, and other projects may fail in procurement practices. Despite these failures in the following areas the project may still be perceived as successful by the end users. An example is Wembley Stadium; despite all the issues associated with the project in terms of project management and procurement practices, it is still perceived to be successful and a state of the art stadium by the end users. This may result from the fact that it has hosted world class sporting events. Usually, projects are designed to meet stakeholder's objective. These objectives define the criteria for success of that project, and projects not satisfying these objectives are deem to fail. Effective communication and clarity in the stakeholder's objective is vital to the project manager. This thesis examines the causes of project failure and how these can be prevented, managed or controlled. It discusses project failure and success with the help of case studies in order to identify the critical success factors and reduce failure in the implementation of projects. This research is done with the anticipation of not only adding information to the body of knowledge already in existence, but also in defining the criteria for project success and identifying the variables involved. This will help organisations effectively manage projects.
1.2 Aim
The aim of this research is to carry out appraisal on the causes of project failure and the appropriate methods of avoiding project failure. This aim is intended to be achieved with the following objectives.
1.3 Objectives
To provide a review of project management To analyze success criteria for projects To explore factors that causes project failure or success To examine methods of avoiding project failure
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1.4 Scope
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This research is based on construction projects executed in the United Kingdom over the last two decades.
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Then it looks at success factors and criteria; also examine ways of avoiding FAQs Forum Blog Contact Buy Now project failure. The chapter ends with summary of the discussion.
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FAQs Forum about what Blog Contact the criteria Buy Now Despite all the suggestions is project management, for success, namely, cost, time, and quality remain and are included in the actual description. Meaning that Oisen's definition of project management was either correct, or as a discipline, project management has not really changed or developed the success criteria over 50 years. Therefore project management is a learning profession. The significant point from all the definitions and suggestions of project management is that while the factors have developed and adopted, changes to the success criteria have been suggested but remain unchanged. In 2008, a survey undertaken by Booz Allen Hamilton (project management consultant) which comprises of 20 companies in engineering, procurement and construction; shows that 40 percent of all projects executed where faced with cost overruns and behind schedule. These overrun in cost and schedule has led to client's dissatisfaction on project performance; this view also agree with the research of M J Lang (1990). Therefore effective project management is very vital in such a volatile business environment.
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FAQs Forum Blog * Communicationcauses delay or even failure sinceContact team members doBuy not Now have the information they needed, issues or changes do not get escalated, project reporting is sluggish * Inadequate resources- Task take longer than expected to complete, deadlines and milestones get missed, and project completion date comes into jeopardy, one end of working more than necessary (double shift) to get the work done * No one is in control, not even the project manager, who is assigned to the project but not given the free hand to manage the project. This is most problem encounters in matrix organisation * Project lacks structure caused by things such as critical tasks being under rated * Inaccurate estimates. A top- down plan causes constraints on the prediction of the cost of the project * Poor risk management. The project initiation stage is not properly planned * Insufficient non-resources are not allocated to the project; for instance, it is not possible for a project to succeed if the right resources are made available for that project * Incompetent project management skill * Project changes from its original objective and goals. This can occur due to additional requirement from the client Pinto and mantel (1990) argue that the major causes of project failure are changes in the project environment, as it goes out of hands of the management.
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FAQs Blog the impact Contact * A large sample sizeForum is required to reduce of project specificBuy Now variables. Therefore, KPis should be designed to use on every building project. * For performance measurement to be effective, the measures must be acceptable, understood and owned across the organisation * KPIs will need to evolve and it is likely that a set of KPIs will be subject to change and refinement * Graphic delays of KPIs need to be simple in design, easy to update and accessible. Key Performance indicators for measuring project success can be illustrated with the help of the diagram below (Albert & Ada, 2004). They identified the following as the measurement of project success: Cost, time, quality, commercial profitable/value, environmental performance, user expectation/ satisfaction, health and safety and participants' satisfaction. This will help in explaining what the project success might mean to different stakeholders.
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to customer (effectiveness in the short term), direct contribution (in the FAQs Forum Blog Contact Buy Now medium term) and future opportunity (in the long term)". The characterization of time dependent' is based on the fact that success varies with time. Looking at the future benefits of the organisation can be really difficult, because in some cases they don't even know what they want, yet it is vital to know what the project is trying to achieve after completion time so that success criteria are clearly defined in the early stages. This is quite a different approach, because the focus moves from the present success criteria to the future, in a way that a project can be unsuccessful during execution if it is judged by criteria like cost and quality, but in the long term it can turn to be a thriving story. A good example of this hypothesis is hosting the Olympic Games in Athens, Greece, which received mass criticism both during the planning period, due to delays in construction time, and when it was finished, due to huge cost. But the benefits that Greece will gain from the Olympic Games can be fully understood after 5 or maybe 10 years from the hosting year (Athens2004.com). All the above success criteria "should be simple and attainable and, once defined, they should also be ranked according to priority" (Right Track Associates, 2003). Straightforward criteria are easy to understand by everyone involved in the project and therefore commitment is guaranteed. Unrealistic criteria can put a failure' label on many projects because of the unreachable standards, can generate low team esteem and team performance in future projects and finally generate unfair disappointment among stakeholders. As for priority issues, it is inevitable that things will go wrong and the project manager will be in a tough situation where he must make the right decision having in mind that he has to sacrifice the least important success criterion. Also Shenhar et al (1997) are of view that project success can be seen from the four area: Project efficiency, impact of the project to the customer, business success and finally what the project holds for the future. This was further explain in the diagram in 3.
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project success in their own way of understanding (Cleland & Ireland, 2004, FAQs Forum Blog Contact Buy Now p2). "For those involved with a project, project success is normally thought of as the achievement of some pre-determined project goals" (Lim & Mohamed, 1999, p244) while the general public has different views, commonly based on user satisfaction. A classic example of different perspective of successful project is the Sydney Opera House project (Thomsett, 2002), which went 16 times over budget and took 4 times more to finish than originally planned. But the final impact that the Opera House created was so big that no one remembers the original missed goals. The project was a big success for the people and at the same time a big failure from the project management perspective. On the other hand, the Millennium Dome in London was a project on time and on budget but in the eyes of the British people was considered a failure because it didn't deliver the awe and glamour that it was supposed to generate (Cammack, 2005). "In the same way that quality requires both conformance to the specifications and fitness for use, project success requires a combination of product success (service, result, or outcome) and project management success" (Duncan, 2004). The difference between criteria and factors is fuzzy for many people. The Cambridge Advanced Learner's Dictionary describes a criterion as "a standard by which you judge, decide about or deal with something" while a factor is explained as "a fact or situation which influences the result of something". Lim & Mohamed applied those definitions to project success and illustrated the difference. It is clear now that critical factors can lead to a series of events which ultimately meet the overall success criteria of the project, so they should not be used as synonymous terms. Project success can be seen from two different perceptive, the micro and macro viewpoint (Lim & Mohamed, 1999). This can help in better understanding of what project success means to different people.
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Forum project must Blog bargain between Contactthe benefitsBuy ThisFAQs means that a successful of Now the organisation and the satisfaction of end users. The fourth corner of the Square Root' is the Information System which includes the subjects of maintainability, reliability and validity of project outcomes. Belassi and Tukel (2001) are of the opinion that criteria for measuring project success/failure can grouped into two groups: the factor and system response groups. The identified factor groups are: factor related to project manager, factor related to project team members, factor related to the project itself, the organisation handling the project and the factor related to the external environment in which the project takes place. The diagram below shows this in more detail.
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Project managers are very lucky if they have the option to choose their project team. More often, their team is inherited to the project from various sectors of the organisation. It is vital to have a good project team to work with, with core skills that can be evolved to core competences and capabilities for the whole organisation. All members of the project team must be committed to the success of the project and the overall mission of the company. Apart from their skills and commitment, project team members should have clear communication channels to access "both the functional manager and the project manager within a matrix organization. Effective management of this dual reporting is often a critical success factor for the project" (PMBOK Guide, 2004, p215).
2.9.4 Summary
It is critical for a project manager to understand what the stakeholders consider as a successful project.
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FAQs Blog Contact Buy Now In order to avoid any Forum surprises at the end of the project, there is an urgent need to identify the different perspectives of what success means before the project goes live. It is also vital to remember that success criteria are the standards by which a project will be judged, while success factors are the facts that shape the result of projects. Success criteria have changed considerably through time and moved from the classic iron triangle's view of time, cost and quality to a broader framework which includes benefits for the organisation and user satisfaction. An additional framework to capture success criteria depending on time was also described. As for success factors, they were grouped into five distinct sets and the literature views were find to contradict on the issue of how critical a project manager is to the final success of the project. A common factor mentioned by many authors is senior management support for the project and it is recognized as one of the most important factors of all. In conclusion, early definition of success criteria can ensure an undisputed view of how the project will be judged and early detection of success factors will guarantee a safe path to deliver success.
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Forum of this study Blog Contact (what') and Buy Now The FAQs fundamental questions are both exploratory explanatory (how'). The exploratory question, what are the criteria for measuring project success? and what factors lead to success / failure? are central to this study. Finally, this study ask how can these issues be prevented or controlled in order to avoid project from failing.
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3.4.2 Journals
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In this study, the following journals were reviewed and analysed because they are well referenced. They are the work carried out by professional in the field with varied years of experiences over years. They help in clarifying the subject of this research; the journal include European Journal of Innovative Management International Journal of Project Management Project Management Journal Advanced Management Journal Journal of Marketing Research Journal of Operation Management International Journal of Production Research Strategic Management Journal International Journal of Operation and Production Management
3.4.3 Databases
Databases contain very vital information and in this research I sought for information that relates to project management in different industries. ABI Inform Emerald JSTOR Proquest Science Direct Scopus Web of Knowledge Wiley Interscience Google Scholar Joule Library, The University of Manchester Computer World EBSCOhost
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Dissertations/theses, reports/occasional papers, trade journals, newspapers, FAQs Forum Blog Contact Buy Now and magazines.
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3.5 Limitations
Due to the time constraint in this research, the researcher based his case studies on the construction industry. Other industries should have been researched to establish the similarities and challenges involved in avoiding project failure. Case studies of projects in developing nations should have also been discussed, to establish if Government policies, geographical locations and etc also impact projects. Secondly, the literature review does not give a wider scope, covering project success and failure in all industrial sectors. Moreover data does not look at more than one company over a period of time to gain valuable and reliable data. Finally there are insufficient data on one definition of project success
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and failure; many authors work would have been reviewed before arriving at FAQs Forum Blog Contact Buy Now a conclusion.
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(BAA). The essence of this project is to build a terminal that would cater for more passenger as the number of daily passengers increases on daily basis (Aviation Daily 2001).
4.2.3 T5 Contract
The main objective of the Agreement was to create a unique contract under which BAA retained all the risk relating to the project. Additionally, the contract needed to be flexible as BAA appreciated that their requirements would change during the course of the contract
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Forum Blog Contact Buy Now The FAQs contract is generally considered to be a balanced agreement, which facilitates appropriate relationships and behaviours. Drafted in a nonadversarial style, the negative and potentially confrontational aspects of traditional construction contracts were replaced by a commercial model and policy that created commercial tension without erecting commercial barriers. While not explicitly derived from the NEC form, the two contacts have aspects of partnering and integrated working in common. The contract was designed to enable all participants to concentrate on: The root cause of problems and not their effects Working within integrated teams to deliver success in an uncertain environment The proactive management of risk rather than the avoidance of litigation Note: The T5 agreement was supported by BAA's novel risk insurance policy. Each first-tier supplier was responsible for appointing, developing and managing their own supply chain (second' and lower' tier suppliers/subcontractors). BAA expected the contractual arrangements within the supply chain to conform to the principles of the T5 agreement, for example, to avoid risks being transferred down the chain to those least able to carry them and to promote cooperative working methods. To this, BAA recommended the use of modified version of the NEC Engineering and Construction Contract (ECC) to appoint second tier suppliers.
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and risk reports. The system was also credited with helping to reduce FAQs Forum Blog Contact Buy Now misunderstanding and delays
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identified a number of project management and government issues. For FAQs Forum Blog Contact Buy Now instance whilst recognising the unique and complex nature of the project, the report identified some shortfalls. These include shortfalls in the procurement strategy, on project cost reporting and in accounting for the risk.
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These measures project success in short- term, measure the efficiency with which a project process is managed. It simply tells us was completed on time and within the specified budget. It also show immediate dimension with which the project can be assessed, first during execution, and immediately after completion. Although success in this dimension may indicate a wellmanaged, efficient project, but may not indicate success in long-term nor benefit to the organisation. However with increased competition and shorter product life cycle, time-tomarket (time to initiate concept to market introduction) becomes a crucial component. Enhanced project efficiency should therefore be seen as adding to product competitiveness. Some organisations may use additional measures of efficiency. For example, the number of design changes before the final design release, cost of material and tooling, efficiency and yield of production ramp (WheelWright & Clark, 1992). Other measures may involve efficiency of reliability, safety etc. However one must realize that all of these measures relate to successful implementation of project execution, and does not mean total success.
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FAQs Forum Blog in the future, Contact Buy Now * Does it build new skills that may be needed or develop new technologies and core competencies? * Does it prepare to make a change and create the future in its industry or to adapt quickly and meet additional challenges, unexpected moves of competitors, and market and technology surprises?
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Forum (plan value) Blog Buy Now The FAQs overall plan is baseline and used to Contact measure performance throughout the project. As each work package is completed (earned), it is compared with planned value showing the work achieved against plan. A variance to plan is recorded as a time or schedule deviation. It is necessary to obtain the actual the actual costs incurred for the project from the organisation's accounting system. The cost is compared with the earned value to show an overrun or under run situation. Earned value provides the project manager with an objective way of measuring performance and predicting future outcomes. This can also help in reporting progress with greater confidence and highlight any overrun earlier. It also enables the management team to make cost and time allocation decisions earlier.
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5.6 Value the Client or User Derived From a Completed Project as a Measure of Project Success/Failure
Value management in its broadest sense, is the benefit to the client. That is, the project is worth doing and can be quantified in business terms not necessarily in financial terms for example, creating a better working environment. Value means ensuring that the right choices are made about obtaining the optimum balance of benefit in relation to cost and risk. Therefore value management provides a structural approach to the assessment and development of a project to increase the likelihood of achieving these requirements at optimum whole life value for money. The principles centre on the identification of the requirements that will add value in meeting the business need. Workshops led by value management facilitators are often used to identify value to the business. These workshops should involve stakeholders and members of the integrated project team. Value management aims to maximise project value within time, cost and quality constraints. However it should be recognised that improving whole life project value sometimes requires extra initial capital expenditure. The key difference between value management and cost reduction are that value management are: Positive, focused on value rather than cost, seeking to achieve an optimum balance between quality, whole-life cost and time. Value management structured, auditable and accountable Multidisciplinary, seeking to maximise the creative potential of all project participants working together All projects are likely to include some unnecessary cost, however, cutting cost without proper analysis is likely to lessen value; therefore only unnecessary cost should be removed where wasteful processes and /or practices contribute to cost. There most be no loss of functionality or quality, otherwise value is diminished or reduced. For instance, the construction of Tunstall Western Bypass, a high-risk 12M project is completed 10weeks ahead of schedule, within budget and to the agreed high quality. The final cost of the project was reduced by 800,000 through joint value management and value engineering.
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It enables stakeholders to define and achieve their needs through facilitated workshops that encourage participation and team working. The focus of value management is on function and value for money not reducing cost. 5.6.2 Benefits of Value Management * Better understanding of the business needs, including the flexibility required to meet the future needs * Simple, clear definition of specific stakeholder needs * Achievement of optimum value for money while satisfying the range of user requirements * According to office government commerce (OGC) value for money is defined as the best combination of whole-life cost and quality, to meet the public sector organisation's needs.
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still deemed as a successful project by its stakeholders, after assessing its FAQs Forum Blog Contact Buy Now long term returns.
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5.8 Discussion on Causes of Project Failure and appropriate Methods of Avoiding Such Failure 5.8.1 Compressed or Unrealistic Timelines
This was seen in Wembley Stadium project; there was a tight schedule associated with this project owing to the fact that the client wanted to stage FA cup final. In this kind of project (innovative), adequate time need to be exercise to enable proper planning. So compressed or unrealistic deadline can cause reduction in project scope, or even lead to extension of time from the contractor. Also this can cause conflict between the contractors and the subcontractors (Wembley National Project). Unrealistic timelines are often the source of project failure. Compression of schedule can be cause by delays but the deadline are not also pushed back to accommodate the lapses caused by the delay. Instead, activities at the end are done more quickly and with les care and attention.
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FAQs requirements Forum Blog Contact the blueprints Buy Now Therefore developments are similar to creating for a house. Imagine building a house with a blueprint. How many rooms do you want? What colour of tile do you want in the bathroom? How many floors do you need? Failure to define the requirement adequately, might lead to building a garage that you never wanted and without a bathroom that you really need. Once the building is completed, it is very expensive to incorporate the bathroom that was not there and to remove the garage. So the project manager and project team need to take time to think what they want to do and how they wanted to use it, this will result in a project that have a suited need. Project managers should collaborate directly with the key project stakeholders in order to define specific detailed project requirements is necessary to maintain alignment of project tasks to desired business outputs, as well as to ensure that project have clear and specific project objectives established.
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Project should be able to provide value to the owner, that is to say the benefit should justify the cost of the resources used. In order for this to be achieved, the cost must be kept within bounds. It does not necessarily have to be less than some arbitrary budget; it just has to be kept within bounds justified by the desired benefit.
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FAQs Forum Blog Contact Project scope are defined in early stage in the planning and estimation Buy Now phases, there are valid reasons for change. For instance a stakeholder may acquire additional insight into a problem during the course of the project or external market conditions and/ or government regulations can drive requests that extend beyond the initial project scope. However, changes to project scope can also occur as a result of developing a poor initial scope document. Project managers must ensure that adequate time is spent on defining and redefining the work effort directly with key stakeholders.
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FAQs Forum Blog difficult due Contact Buy Now Project communication can often be more to challenges unique to project management. Many projects take place within a short-term, and therefore project communication is temporary. This means that the communication methods need to be established quickly in short period of time. It is just as important to develop a communication plan for the project as it is to develop task planning. Another challenge is that projects often include cross-functional or inter-organizational teams. Project teams are not normally natural team and sometimes do not even reside in the same geographical location. Unique delivery methods and communication devices need to be utilized to overcome this challenge. But, it is possible to quickly implement effective communications that reach all affected parties, no matter how complicated or diverse the team may be. The number of formal communication checkpoints will vary depending on the size of the project and the number of stakeholders involved. In larger projects, a project manager assigned to the project normally arrange kick-off meetings with the project teams and the stakeholders on a regularly basis. These meetings establish project timelines, required resources, agreed-upon outcomes for the project, reporting schedules and others. This meeting serve to introduce the project team and formalize the project management aspects of the overall project. Secondly, it provides an opportunity for the project team to receive a more detailed briefing from the project team and to finalise user and stakeholder involvement.
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and the law. It consists of the planning, organizing, leading, coordinating, FAQs Forum Blog Contact Buy Now and controlling activities undertaken with the intent of providing an efficient pre-loss plan that minimizes the adverse impact of risk on the organization's resources, earnings and cash flow.
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considering the path of the activities to get there. The critical chain schedule FAQs Forum Blog Contact Buy Now looks forward to the final project deliverables without being distracted by intermediate task due dates that only serve to sub-optimize schedule performance Relay race resource behaviours looks forward with fine focus on the making timely handoffs with quality. Synchronization looks forward to the capabilities of the pipeline. And buffer management eschews percent complete or earned value of completed work as water over the dam, and instead looks forward to the work remaining, and its variation and risks. Management of uncertainty and risk in an effort to deliver promised project value with certainty is what project management is all about, and risk and uncertainty lie in the future. Critical chain scheduling and Buffer management is not only a technique for the development and tracking of project schedules. It is a coherent and comprehensive approach to project management that encompasses and effects other processes and practices associated with project management as well. Most importantly, its implications for looking forward and taking appropriate actions for accepting, avoiding and mitigating risk are significant and beneficial.
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FAQs Forum Blognecessary Contact Buy Now During project recovery process, it is very to evaluate the overall project. An audit or project review using a series of standard questions should identify the key problems and the severity of each stage. This will allow you to prioritize project recovery planning and activity so that you tackle the most serious problems first, and then work down the list. During the review, some lapses might be discovered. For instance, if scope is unstable and forever changing, the introduction of a strict change control process should at least help to firm up and stabilize the scope. The level of project planning for project recovery will vary from project to project. Some project may need a full stop all work to allow an operation to be performed (redefining scope or even another round of project planning). Some may stop any more changes until the project is stabilized. Whereas some may need corrective measures that may restrict progress but not stop the project. Therefore project failure is preventable with good planning based on a well- constructed deliverables- based work breakdown structure and proper controls. However, once a project starts to fail, there are techniques to recognise it, minimize the extent of the project failure and make the project recovery as successful as possible. There may be some casualties along the way, such as some reduction in scope, additional time and/ or additional cost, but with good project planning and timely intervention where required, these can be minimized. A project manager needs to be trained in these techniques not only to recover a falling project, but more importantly, reduce the chances of creating one himself in the future. In conclusion, failure or success in projects is a multi-dimensional issue and may be influenced by so many factors. Some projects have failed in many areas for instance in management and procurement (Wembley) but still perceived as successful projects by its stakeholders. In essence projects are designed to meet stakeholder's objective; and it is these objectives that defines the criteria for success of that project. Any project not satisfying these objectives are deemed to fail. Also it has been noted that project success does not come easily and failure in project can also be attributed to lack of facilities, training and management by organisations to bring projects to successful completion. With many definitions by different practitioners concerning project management, the criteria for success lies on cost, quality and time mainly. From the literature of this research study, it was noted that definition of project success is difficult in the sense that success has different meanings for different people. It was also identified in the literature that cost overrun contributed to about 40% of failures in projects. Therefore for a project to be successful, the methodology employed for the execution is very important and this depends on the size of the project.
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6.2 Recommendations:
Project conceptual understanding has advanced significantly during the last decade. Instead of seeing projects as a job to get done, project should be perceived as major vehicles for organisational and societal prosperity. Project manager can no longer afford to be detached from the organisation's strategic and long-term goals. Project definition, planning, and success assessment should become an integral part of strategic planning and strategic management in organisations. The measurement of assessment should be set prior to project initiation, as part of the strategic goals of the organisation. These goals should be incorporated during project initiation into the decision-making process of top management. The multidimensional framework of project success may help articulate project expectations in an era of increased involvement and integration. A specific project should thus focus on its explicit dimensions
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and these dimensions should be determined according to a particular project FAQs Forum Blog Contact Buy Now type. A common risk management process should be understood and adopted at all levels within the integrated project teams, and the risk register regularly reviewed and updated throughout the project lifecycle. Risks inherent in the maintenance and demolition of a facility should be considered during design development and decisions about risks kept on the register for future reference. The buildability and maintainability of the facility are central to its long-term value; there must be ownership and management of these risks. If the integrated project team does not include the facilities manager, the facility manager risks should be considered and owned early on usually by the client. The project lifecycle runs until the facility is demolished or disposal of; whoever acquires it in a disposal will need to know the risks on transfer. There must be adequate time and early effort to identify and analyse the risks, and to develop a risk management plan governing how they are to be managed and funded. Risk should be allocated to individual risk owners within the integrated project team, who should fully understand the risks for which they are responsible. Client should not make any financial commitment to a project or a major change, unless the integrated project team has identified and assessed the risk, allocated them and ensured that management action is in place. The risk should be managed actively throughout the life of the project in accordance with the risk management plan; the plan should deal with all risk, whether retained by the client or transferred to others in the integrated project team. The business case should include a time element and the risks of that changing should be kept constantly under review.
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APPENDIX APPENDICE A
Heathrow Terminal 5 http://www.arnewde.com/architecture-design/architecture-building-of-scottish -parliament-in-holyrood-edinburgh/ REFERENCES A Guide to Project Management Body of Knowledge, 2004, 3rd Edition, Project Management Institute, USA Anonymous (2006) Avoiding Failure, Best's Review Jul; 107, 3; ABI/INFORM Global, p.70 Atkinson, A.R. (1999) The role of human error in construction defects, Structural Survey, Volume 17. Number 2. pp. 231-236. Atkinson, R. ( 1999) Project management: cost, time and quality, two best guesses and a phenomenon, it's time to accept other success criteria, International Journal of Project Management Vol. 17, No. 6, pp 337-342, [Electronic]. Association for Project Management (2006) APM Body of Knowledge (5th Edition) Association for Project managers, High Wycombe, UK Baguley, 1995, Managing Successful Projects: A guide for every manager, Pitman Publishing, London UK, p8 Baker, B.N., Murphy, D.C, & Fisher, D. (1988). Factors affecting project success.
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FAQs Forum S.H. (1993) Blog Contact Barnes N.M.L and Wearne, The future for major project management, handbook, Van Nostrand, New York. Barnes N.M.L. and Wearne, S.H. (1993) The future for major project management, Project Management Group, Vol. 11, No.3 Belassi & Tukel, 1996, A new framework for determining critical
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Bell, J (2005) Doing your Research Project. 4th ed, open university press England Belout, A. (1998) Effects of human resources management on project effectiveness and success: toward a new conceptual frame, Long Range Planning, Vol 34, 2001: 723-724 Bienkowski, D. (1989) Ten Causes of Project Busts, Computerworld, Feb.13; 23, 6; ABI/INFORM Global, p.99 Bignell V., Fortune J., 1984. Understanding systems failures. Manchester: University of Manchester Press. Bowers A.J; YU A.G., Flett, P.D. (2005) Developing a value- centred proposal for assessing project success, International Journal of Project Management 23 (2005) 428-436 Booz Allen Hamilton (2006) Capital Project Execution in the oil and gas industry, New York: Allen and Booz Inc. Bryman, A. and Bell, E. (2003) Business research methods, oxford: oxford university press Cambridge University, The Principles of Project Management - 1st session, MSc in Project Management, Lancaster University Checkland P.B., 1981. Systems thinking, systems practice. Chichester: Wiley and Sons. Cleland & Ireland, 2002, p210, Project Management: Strategic Design and implementation, McGraw-Hill Professional, USA Cleland & Ireland, 2004, Project Manager's Portable Handbook, 2nd Edition, McGraw-Hill, USA, page 210 Cooke-Davies, The "real" success factors on projects, International Journal of Project Management vol.20, pp. 185-190, [Electronic] Cleland, D.I. (1986). Measuring success: The owner's viewpoint Proceedings of the 18th Annual Seminar/ Symposium (Montreal, Canada), 6 -12. Upper Darby, PA: Project Management Institute. de Wit, A. (1986). Measuring Project Success: An illusion Proceedings of the 18th Annual Seminar/ Symposium (Montreal, Canada), 13-21. Upper Darby, PA: Project Management Institute. Dvir D., Raz T., Shenhar A.J. (2003) Empirical analysis of the relationship between project planning and project success, International Journal of Project Management, Vol.21,pp.89-95 Duncan, 2004, Defining and Measuring Project Success, Project Management Partners, [Online],Available:http://www.pmpartners.com/resources/defmeas_success.html, [2005, Nov.4] Duncan, William R., ed., (1996) A Guide to the Project Management Body of Knowledge, Project Management Institute, Upper Derby, PA. Evans, 2005, Overdue and over budget, over and over again, The Economist Jun 9th 2005, [Electronic] Fisher (2004) Researching and writing a dissertation for business students, England: Pearson Education Ltd
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FAQs Forum Contact Buy Fortune, J., White, D., 2006. Framing Blog of project critical success factors by a Now systems model. International Journal of Project Management, [Online]. 24 (2006), pp. 53-65 Available at: www.elseiver.com/locate/ijproman [Accessed 10 May 2009] Fretty, P., 2006. Why do projects really fail? PM Network, [Online] 20(3), pp. 44-49 Available at http://proquest.umi.com [Accessed 13 October 2009] Freeman, M., & Beale, P. (1992). Measuring project success. Project Management Journal, 23(1), 8-17. Ghauri, P.and Gronhaug, K. (2005) Research methods in Business studies, 3rd ed., London: FT.Prentice Hall Goldratt, Eliyahu M., (1997) Critical Chain, North River Press, Great Barrington, MA. Goldratt, Eliyahu M., (1994) It's Not Luck, North River Press, Great Barrington, MA. Gray C.F., Larson E.W., 2006. Project Management: The Managerial Process. International Edition New York: McGraw Hill Hammer, M., & Champy, J. (1993). Reengineering the corporation. New York: Harper Business. Hesse-Biber, S.N and Leavy, P. (2006) The practise of quality research USA: Sage Publications Jacob, Dee, (1998), Instruction to Project Management the TOC way- A Workshop, The A.Y. Goldratt Institute, New Heaven , CT. Kerzner, H. (2006) Project Management- A system approach to planning, scheduling and controlling, John Willy, USA Kerzner, H., 2006. Project Management: a systems approach to planning, scheduling, and controlling. 9th ed. New Jersey: John Wiley and Sons. Kerzner, 2001, Project Management - A Systems Approach to Planning, Scheduling and Controlling, 7th Edition, John Wiley & Sons, New York Kerzner, 2001, Strategic planning for project management using a project management maturity model, Wiley & Sons, New York, page 158 Kerzner, H. (1994), Project Management: A system approach to planning, scheduling, and controlling, 4th edition. New York: Van Nostrand Reinhold Lang, M. (1990) Project Management in the oil and gas industry Vol. 8 No 3 PP. 159-162: Butterworth- Heinemann Lim & Mohamed, 1999, Criteria of project success: an exploratory reexamination, International Journal of Project Management Vol. 17, No. 4, pp. 243-248, [Electronic] Maxwell, A.J. 1996. Qualitative Research Design: An interactive approach. London: Sage Publications Maylor, 2005, Project Management, Third Edition with CD Microsoft Project, Prentice Hall, UK, p288 Muller, R. and Turner, R. (2007), The Influence of Project Managers on Project Success Criteria and Project Success and type of Project, European Management Journal, Vol. 25, No. 4, pp. 298-308 Munns, A.K. and Bjeirmi, B.F. (1996) The role of project management in achieving project success, International Journal of Project Management, Vol. 14, No. 2, pp.88-87 Office of Government Commerce, 2005. Common Causes of Project Failure. [Online]
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FAQs Forum Blog Contact London: Office of Government and Commerce. Available at http://www.ogc.gov.uk/documents [Accessed 16 November 2008]
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Patrick, Frances S., (1999a) Getting out from Between Parkinson's Rock and Murphy's Hard place, PM Network, 13(4), 57-62 Patrick, Frances S., (1991b) Programme Management-Turning Many Projects Penguin English Dictionary (1992) Pinto, J.K., & Mantel, S.J. (1990). The causes of Project failure. IEEE Transaction on Engineering Management, 37(4), 269-276. Pinto, and Slevin, D. (1988) Critical Success Factors across the Project, Project Management Journal, 19(3): 67-75 PMI. Guide to the project management body of knowledge. 3rd ed. Newton Square (PA): Project Management Institute; 2004. Project Management Institute (2004) A Guide to the Body of Knowledge (3rd edition), Project Management Institute Pennsylvania, USA Rad & Levin, 2002, The Advanced Project Management Office, St.Lucie Press, USA, page 18 Right Track Associates, 2003, Defining project success, [Online], Available: http://www.ittoolkit.com/cgi-bin/itmember/itmember.cgi? file=assess_pmsuccess.htm, [2005, Nov.5] Shenhar et al. (2001) Project Success: A Multidimensional Strategic Concept, www.irpjournal.com Saunders, M. Lewis. And Thornhill, A. (2003) Research Methods for Business Student, Essex: Ft Prentice Hall The Holyrood inquiry, p78 Auditor General for Scotland Report of September 2000, Para 3.20 as cited in the Holyrood inquiry, p85 The official website of the Athens 2004 Olympic Games, [Online], Available: http://www.athens2004.com/en/Legacy, [2005, Nov.6] The Standish Group International, 2001, Extreme CHAOS: The Standish Group International, [Electronic] Thiry, M. (2006) The definition of Success, PM Network, Dec, Vol. 20 Issue 12, pp21-22 Thomsett, 2002, Radical Project Management, Prentice Hall, USA, page 16 Tinnirello, 2002, New Directions in Project Management, Auerbach, USA, page 14 Torp, Austeng & Mengesha, 2004, Critical Success factors for project performance: a study from from-end assessments of large public projects in Norway Tukel & Rom, 1998, Analysis of the Characteristics of Projects in diverse industries, Journal of Operations Management, Vol 16, pp43-61 Turner & Muller, 2005, The project manager's leadership style as a success factor on projects, Project Management Institute, Vol. 36, No. 1, pp 49-61 Turner JR. The management of large projects and programmes for web delivery. Aldershot; Gower; 2004. Turner JR. The handbook of project based management. 2nd Ed. London: Mc Graw-Hill; 1999. Wheel-Wright, S.C., & Clark, K.B. (1992). Revolutionizing Product development. New York: The Free Press Wideman, 1996, Improving PM: Linking Success Criteria to Project Type, paper presented to the Southern Alberta Chapter, Project Management Institute, Calgary Symposium
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Forum Blog and methods, Contact Buy Now Yin, FAQs R. (2003) Case study research: Desing 3rd ed., London: Sage Publication
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WEBSITE REFERENCES
http://www.strategicprojectsolutions.com/who we serve OG Overview.aspx accessed on04/07/09) (http://www.projectsmart.co.uk/pdf/do-you-know-where-your-project-is.pdf. accessed on 12/07/09 http://www.gtislig.org/Documents/10_major_causes_of_project_failure.pdf accessed on 24/06/09 www.hiser.com.au/your_involvement/communication_and_project_management.html www.comeliusassoc.com/CA/new/impact/..../PMcommun.html www.article.techrepublic.com/com accessed on 17/10/09) www.adaptivepath.com/ideas/essays/archives/00338ph www.netcomuk.co.uk/rtusler/project/riskprin.html http://www.emeraldinsight.com/10.1108/14635770410532624
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