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2.5 Project Management Success vs Project Success - Coggle Diagram
2.5
Project Management Success vs Project Success
Project management success
A project could be successful in terms of project management success if it has met the scope, schedule and resources agreed in the planning phase
Concerns the planning and delivery phase
Project success
You can judge project success by asking whether the project has been good value for money such as good final cost-benefit analysis
Concerns the operations phase
Case study: Motorola Iridium
The project was delivered on time and within cost and scope.
The project was not really beneficial for the public and the technology was almost obsolete and impractical by the launch time.
The Iron Triangle Two Main Flows (the narrow focus of Iron Triangle):
Narrow stakeholder perspective
considers the main contractor’s and customer's perspectives,
the customer (the Department of Defence) and the contractors considered the equipment's functions (ie scope), schedule of delivery (ie time) and budget/resources to be used (ie cost). Other stakeholders were mostly ignored
This created a culture of the iron triangle which disregarded the wider perspectives held by other stakeholders involved
Focus on project delivery phase
A traditional approach of building to specification by a certain day and price looks only at the delivery phase of the infrastructure.
However, Projects are agents of change. Looking at the bigger picture, major projects change their context of economy, society and environment.
How should you measure project success?
Atkinson (1999) provides another way of analysing the success of a project:
Assessing the resulting system developed.
Assessing the benefits for the organisation.
Assessing the benefits for the stakeholder’s community.
How could project success be approached differently?
Project management success concerns efficiency, an internal matter to the project team; whereas, the project success concerns the internal and external, short-term and long-term benefits of the project in all. Shenhar and Dvir (1997, n.p)
Aaron et al. (2001)
present four major distinct success dimensions we can use to assess a project. These are:
Project efficiency.
Impact on the customer.
Direct business and organisational success.
Preparing for the future.
Extended perspective
Merrow (2011) outlines the idea of benchmarking your project against comparable one
real cost-benefits analysis
there are three main domains associated with a project:
The economy, environment and society, ie the
'project context'
where the project is placed.
The
project
or infrastructure itself.
The immediate
stakeholders
of the project, like the sponsor (or customer), the main contractor and the key suppliers.
You need to measure success by thinking about the project in its operational phase.