PROJECT

MANAGEMENT
SUCCESS FACTORS

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SUCCESS FACTORS

The Project Management Institute defines

project management as:
the application of knowledge, skills, tools,
and techniques to project activities to
meet project requirements .
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Project management is about a leadership.
The ideal project managers are good
leaders.
It is a about managing resources with the
main goal of completing the project with:
a high quality
on time
within budget
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with minimum accident on site
Full customer satisfaction
Full client satisfaction
Full corporation amongst all involved
(supply chain)
The project managements success is
about having the power to produce good
results.
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It is about the management team effectively
fulfilling their responsibilities.
To bring the project to a successful completion.
A successful project manager is one who can
envision the entire project from start to finish.
To keep pace with business and new innovative
ideas.
Project management team need to make their
management practices more flexible.
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Management team success is influenced
by several factors such as:
education
training and experience

Help project Managers to develop their

knowledge and skill.
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Project Managers familiarity with their
working environment and team members.
This determines a project managers
approach in dealing with the activities on
site.
The project managers managerial
behaviour is also influenced by company
rules and regulations.
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There is a strong positive relationship and
association between:
the style of management
and its effectiveness
The most effective managers tend to be
both task and people orientated.
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Traditional project management
methodologies are sometimes too
bureaucratic.
The formal documentation
The processes involved in traditional
project management can slow down the
project.
New technology has overcome this hurdle.
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Technology is consciously improving to
meet the changing needs of users.
Also, project management techniques
are changing with time.
Communication on site and at the head
office are changing fast.
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Project success is about:
1. the use of the right processes
2. by the right people
3. at all time.
Financial Management and Schedule
Management are two important key factors to a
successful project.
Another success factor is providing good and
accurate information for all the project
participant.
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Other important factors for project
success are:
1. Follow-up
2. Simplicity
3. Measurement
4. Seeks facts
5. Verifies results.
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One of the most important activity of project managers is
planning.
Ongoing planning
Work with a Sense of Urgency
Planning must be;
detailed
organised
team participation
Changes to original plan must be kept to minimum.
Changes require planning, re-planning.
This will reduce productivity.
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detailed
organised
team participation
Changes to original plan must be kept to
minimum.
Changes require planning, re-planning.
This will reduce productivity.
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CRITICAL SUCCESS FACTORS FOR PROJECTS
Client participation.
Organizational culture supports project
management.
Have a Formal Process to Define Project Vision.
Business need linked to vision.
Match changes to project vision.
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Complete deliverables step-by-step
Work on each item step-by-step
Get process reviews and approval
Maintain a sense of direction
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Risk Management
Assign a CDM co-ordinator who will be
responsible for detecting potential project
issues.
Someone who is both critical and
practical.
All team members should not hesitate to
report concerns or challenges.
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Open Communication
Communication is vital in all aspects of
project management.
Follow the policy of open communication.
Encourage all members to voice opinions
and concerns.
This cuts through waiting games.
significantly reduces the risk of mistakes, it
will save time and money.
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There are different communication
instruments, such as:
Contracts;
Specifications;
Reports;
Manuals;
Schedules;
Calculations;
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Drawings;
computer files;
disks, print-outs;
photographs;
agendas and minutes of meetings.
The management of documentation and
communication used in a project is also used by
a number of subcontractors
The storage and retrieval thereof for further use.
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STANDARDISATION OF COMMUNICATION
The main purpose of standardisation is to
develop a specific level of conformity.
This process of standardisation has certain
advantages for the management of a project
such as:
Less different documents;
Revised drawings overtake the other drawings;
Records are easy to handle.
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COMMUNICATION PLAN
Communication planning brings the
project together.
The project manager and head office staff
are at the heart of the projects information
and control system.
It is the project managers responsibility to
develop the project organisation structure.
Develop the projects communication plan
and lines of communication.
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Therefore so far success factors can be
summarised as :
Full senior management levels of
commitment to the project
Project funding
A well written specification
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Careful development of a comprehensive
project plan that incorporates:
1. sufficient time
2. cost for unforeseen difficulties.
3. Potential difficulties as they arise
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A critical assessment of the risks involved
in the project.
The ability of the project team to manage
those risks.
The development of appropriate
contingency plans.
Must be employed should the project run
into problems.
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The four dimensions of project success (Shenhar et al., 1997)

Atkinsons model of measuring project success (Atkinson,
1999)
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Micro and Macro Viewpoints of Project Success (Lim and Mohamed,

1999)
Success Dimension and Measures (Sadeh et al., 2000)
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Key Performance Indicators (KPIs)
The purpose of the Key Performance Indicators
(KPIs) is to measure organisational performance
throughout the construction industry (KPI
Working Group, 2000).
Collin (2002) advocates that the process of
developing KPIs involved the consideration of
the following factors:
KPIs are general indicators of performance that
focus on critical aspects of outputs or outcomes.
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KPI is the measure of a process that is
critical to the success of an organisation.
The construction industry KPIs allow the
benchmarking of the organisation against
industry standard data published by the
DTI and Constructing Excellence.
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Key Performance Indicators (KPIs) can be used
to measure construction productivity.
Companies implementing KPI systems, must
also consider Rethinking Construction Agenda in
their plan.
There are a wide number of different types of
measures that are supported by Constructing
Excellence, with the three main heading being: -
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Economic KPIs Considers issues concerning
the financial performance of an organisation and
how their projects perform.
Social KPIs considers issues concerning how
companies manage their people and their
interaction with external social issues.
Environmental KPIs Considers issues
concerning the environmental performance of
projects and organisations in a wider
environmental context.