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Introduction
ABSTRACT uccess is an interesting word. The word connotes different things to differ-
Implementation
Production Registration(s) Workup Engineering & Second Build Cycle
Manufacturing
Development
Final Phase: Turnover and Start Up Post-Submission Production & Final Cycle Including
Handover Activity Deployment Testing, Final Build
Operations: Operations & support Deployment
Utilization
Decommissioning:
Closedown
Table 1: Overview of the project and product life cycles (PMBOK® Guide)
In the above table, the term product example, the initial project phase is can contribute towards project success,
life cycle refers to the initial, intermedi- called feasibility, discovery and screen- it is unlikely to be able to prevent fail-
ate, and final project phases and the ing, concept exploration and defini- ure” (de Wit, 1988, p. 164). Another
operations and decommission phases, tion, and proof of concept cycle across way of understanding this distinction
whereas the term project life cycle the four industry-specific project types is with the oft-heard saying that “the
describes the initial, intermediate, and above. operation was a success, but the
final project phases (Project Project success is often erroneous- patient died.” Therefore, Cooke-Davies
Management Institute, 2000). The hor- ly assessed only at the end of the proj- (2002) distinguishes between:
izontal hatched line portrays where the ect life cycle, as project management
project life cycle ends within the prod- outcomes are available and convenient • Project management success, being
uct life cycle. The project life cycle, to measure (Munns & Bjeirmi, 1996). measured against the traditional
then, is a subset of the product life For example, the construction and gauges of performance (i.e., time,
cycle. The table also shows four differ- pharmaceutical project life cycles end cost, and quality), and
ent project life cycles spanning the at the final project phase and do not • Project success, being measured
construction, pharmaceutical, defense span the product operations or decom- against the overall objectives of the
acquisition, and software development missioning phases. In contrast, the project.
industries. The grey shading in the defense acquisition and software
lower half of the table shows the phas- development project life cycles include One can no doubt think of exam-
es that are not covered by the industry- the operations phase and, hence, por- ples where projects were not managed
specific project life cycles. For the tray a clearer connection to product well from a project management per-
purposes of this paper, we are dis- use and business value. We can achieve spective, yet were viewed as successful.
cussing both the project process (that a more holistic understanding of proj- For example, the Sydney Opera House
spans the project life cycle) as well as ect success by measuring success dur- took 15 years to build and was 14
the product (that spans the product ing operations and decommissioning times over budget, yet it is proudly dis-
life cycle phases) (Wateridge, 1998). when effectiveness measures are taken played as an engineering masterpiece.
The above table also reflects varia- into account and involve input from So, in the de Wit and Cooke-Davies
tion in terminology as well as some different stakeholders (e.g., end users) context, this initiative was a failure in
commonalities among the project (Atkinson, 1999; Freeman & Beale, terms of project management success,
types. Some of the terms used are 1992; Munns & Bjeirmi, 1996). but it was a success in terms of project
industry-specific (Project Management De Wit (1988) discusses the con- success (Baccarini, 1999; Munns &
Institute, 2000). Although the cept of project management success in Bjeirmi, 1996). Examples also abound
PMBOK® Guide indicates that different terms of time, cost, and quality/per- whereby projects were managed well
terms are used to describe project formance (scope), and indicates that from a project management perspec-
phases, it does not address these project success involves broader objec- tive, yet were perceived to be unsuc-
inconsistencies or the lack of standard- tives from the viewpoints of stakehold- cessful.
ization in the literature (Project ers throughout the project life cycle. A 1998 study on measuring proj-
Management Institute, 2004a). For Although “good project management ect success in the information technol-
DR. KAM JUGDEV is an Assistant Professor of Project Management and Strategy in the MBA program at Athabasca University in Alberta,
Canada and an Adjunct Professor in the Department of Civil Engineering, Schulich School of Engineering, University of Calgary. Her
current areas of research include project management as a source of competitive advantage and the Resource-Based View of the Firm
as it applies to project management. Dr. Jugdev’s work has been published in PM Network, Project Management Journal, and the
Journal of International Project Management. She is a reviewer for the International Project Management Journal, IEEE Transactions
of Engineering Management, and Academy of Management’s Management Education Division conference.
As a member of the Project Management Institute, Academy of Management, Strategic Management Society, Administrative
Sciences Association of Canada, and the Western Academy of Management, Dr. Jugdev actively contributes to the advancement of
academic and professional communities of management practice across Canada and throughout the world. Readers interested in
following up with Dr. Jugdev can reach her at kamj@athabascau.ca
DR. RALF MÜLLER is Assistant Professor at Umeå University in Sweden and visiting lecturer at NIMBAS University in The Netherlands.
He lectures in project management, governance of project-based organizations, and research design and methodology. Dr. Müller’s
current research focus is on program and portfolio management, and the interactive effects of project managers’ leadership style with
project type on project success. Dr. Müller’s past research was published in European Management Journal, International Journal of
Project Management, and Project Management Journal. The majority of his 30 years in business were spent consulting for large
enterprises in project management and governance (e.g., as worldwide Director of Project Management in NCR Teradata).
Dr. Müller is a reviewer for the International Journal of Project Management, author of two books and a number of articles in
international project management journals, as well as a frequent speaker at researcher and practitioner conferences. He is a co-founder
of two PMI chapters in Europe and contributor to the following PMI standards: Organizational Project Management Maturity Model
(OPM3®), Standard For Program Management, and Standard For Portfolio Management. He can be reached at ralf.mueller@fek.umu.se