Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria

Atkinson, Roger

doi:10.1016/s0263-7863(98)00069-6

Cited by 1,682 publications

(1,305 citation statements)

References 10 publications

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“…In the project perspective, references [20,21] exemplify on success criteria that were measured at the end of the project to judge on its success. Reference [20] is concerned with a broadening of the narrow concept of time, cost, and delivery in accordance with specifications, while reference [21] suggests taking time at the beginning of an IT project to develop and agree on a set of success criteria for each project.…”

Section: Project Successmentioning

confidence: 99%

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Effects of Risk Management Practices on IT Project Success

Pimchangthong

Boonjing

2017

Management and Production Engineering Review

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Successful management of an information technology (IT) project is the most desirable for all organisations and stakeholders. Many researchers elaborated that risk management is a key part of project management for any project size. Risk management is so critical because it provides project managers with a forward-looking view of both threats and opportunities to improve the project success. The objectives of this research are to explore organisational factors affecting IT project success and risk management practices influencing IT project success. Risk management practices include risk identification, risk analysis, risk response planning, and risk monitoring and control. The IT project success is measured by process performance and product performance. Data are collected from 200 project managers, IT managers, and IT analysts in IT firms through questionnaires and analysed using Independent Sample t-test, One-way ANOVA, and Multiple Linear Regression at the statistical significance level of 0.05. The results show that the differences in organisational types affect IT project success in all aspects, while the differences on organisational sizes affect IT project success in the aspect of product performance and total aspects. Risk identification and risk response planning influence the process performance and the total aspects of IT project success. Risk identification has the highest positive influence on product performance, followed closely by risk response, while risk analysis negatively influences product performance.

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Section: Project Successmentioning

confidence: 99%

“…Reference [20] is concerned with a broadening of the narrow concept of time, cost, and delivery in accordance with specifications, while reference [21] suggests taking time at the beginning of an IT project to develop and agree on a set of success criteria for each project.…”

Section: Project Successmentioning

confidence: 99%

Effects of Risk Management Practices on IT Project Success

Pimchangthong

Boonjing

2017

Management and Production Engineering Review

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“…일반적으로 프로젝트 관리를 제대로 수행하면 프로젝트의 성 공 가능성을 높일 수 있지만, 이것이 프로젝트의 실패를 예방하지는 못한다 (Wit, 1988). 따라서 기업의 리스크 관리 는 Grey(1995) (Baker et al, 1974;Wit, 1988;Kerzner, 1989;Atkinson, 1999;Cooke-Davies, 2002;Thomas and Fernandez, 2008) • 기술적 리스크: 프로젝트 수행에 적합한 기술(지식과 경험)을 보유하지 못함으로 발생하는 손실을 나타내며, 기 존 시스템과 연계한 기술수준 변화에 민감하게 대응하지 못함으로써 발생할 수 있는 리스크를 포함한다 (Schmidt et al, 2001, Barki et al, 2001, Boehm, 1989). …”

Section: 서 론unclassified

Analysis of the Project Risk Factors Using Modified Kano Model

Jang¹,

Song²,

Park³

2013

Journal of the Korean society for quality management

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Purpose: This paper examines risk factors which affect project success, and proposes a method utilizing the average potential satisfaction index(API) to evaluate how much the satisfaction level of the personnel involved in the project can change by reducing the risk. Methods:The current study derives 11 risk factors affecting project success from literature review and conducts survey of 253 subjects who have project work experience. A modified Kano's questionnaire using 5-point Likert-scale is applied to investigate the amount of satisfaction or dissatisfaction when the risk factors are reducted or not, respectively. Results:The respondents consider that the risk factors which include the three elements of project management(schedule, quality, cost) is more important than other risk factors related to the project environment, and technology and profitability. Conclusion:The average potential satisfaction index proposed in this study can measure the perception on the risk factors of the personnel involved in the project, since it has a strong correlation with the perceived importance by the respondents in this study.

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“…Os estudos sobre abordagens adaptativas de gestão de projetos focam as diferenciações e classificações de projetos, as práticas adaptativas aos diferentes tipos de projetos e aos critérios de sucesso (PINTO; SLEVIN, 1988;MORRIS, 1994;PACKENDORFF, 1995;ATKINSON, 1999;PICH;LOCH;MEYER,2002;MILLS et al, 2002;JAAFARI, 2003;WESTERVELD, 2003;SHENHAR;DVIR, 2007;DONK;MOLLOY, 2008).…”

Section: Fundamentos Teóricosunclassified

Gestão de projetos em empresas no Brasil: abordagem "tamanho único"?

Marques

Plonski

2011

Gest. Prod.

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The low success rate of projects in a scenario where they are increasingly important for the companies' strategies raises questions about the effectiveness of project management approaches. A literature review onResumo: A pequena taxa de sucesso dos projetos num cenário de importância crescente para realização das estratégias das empresas levanta questionamentos sobre a efetividade das abordagens de gestão de projetos. A revisão da bibliografia sobre o tema sugere a existência de uma abordagem predominante de gestão de projetos que utiliza técnicas e ferramentas de planejamento e controle com o propósito de racionalizar e normatizar a gestão de projetos. Em contraponto a essa abordagem tradicional predominante, surgiu a abordagem adaptativa. Nela, a gestão de cada projeto é adaptada às suas especificidades. Neste contexto, este artigo apresenta o resultado de um estudo exploratório preliminar sobre abordagens de gestão de projetos em seis empresas que atuam no Brasil. Os dados empíricos coletados permitem concluir que há predominância de abordagens focadas numa visão racional e normativa da gestão de projetos. Porém, os mesmos dados coletados também indicam a presença de práticas de abordagens adaptativas na gestão de projetos considerados estratégicos, sugerindo que não há abordagem "tamanho único" na gestão de projetos dessas empresas.Palavras-chave: Gestão de projetos. Abordagens gerenciais. Gestão de projetos em empresas no Brasil: abordagem "tamanho único"?Project management in companies in Brazil: a "one size fits all" approach?

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Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria

Cited by 1,682 publications

References 10 publications

Effects of Risk Management Practices on IT Project Success

Effects of Risk Management Practices on IT Project Success

Analysis of the Project Risk Factors Using Modified Kano Model

Gestão de projetos em empresas no Brasil: abordagem "tamanho único"?

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