Assessing project success using subjective evaluation factors

Information and Software Technology, 2000

This paper presents a method for using subjective factors to evaluate project success. The method is based on collection of subjective measures with respect to project characteristics and project success indicators. The paper introduces a new classi®cation scheme for assessing software projects. Further, it is illustrated how the method may be used to predict software success using subjective measures of project characteristics. The classi®cation scheme is illustrated in two case studies. The results are positive and encouraging for future development of the approach. q

2012

The main objective of each project is to be successful. The field of project management is directly related with project success. At least for five decades the project evaluation was determined by meeting three criteria (time, cost, quality). Many researchers suggest that success can’t be accessed only through the three criteria, since project success is more complex. Do the owner, developer, contractor, user, general public see the project with the same dimensions of success? The success criteria vary from project to project since we have different types with different people. In project assessment we may need a multidimensional approach due to project complexity differences that will also take under consideration the project effectiveness variables. The paper reviews the appropriate management models that include key elements of measuring project success and project effectiveness that can both be outcomes in a project.

2018

There is much confusion about what constitutes a successful project, since often the criteria applied are not made clear at the outset and the boundaries for what is to be included in the evaluation become blurred. To overcome this problem, a new approach (called i3d3) is conceptualized for measuring project success based on the objectives of multiple stakeholder groups, and conducted at multiple assessment points in time. It also enables a method for comparing success between projects regardless of type, size or location so that differential performance outcomes across a portfolio of projects become manifest. It is concluded that there are generic criteria applicable to any project type, although the detail of the evaluation may require specific customization to capture the pertinent characteristics involved. A single score can be computed to identify success and to rank projects on a common scale. This paper sets out the framework for achieving such an outcome and establishes the ...

IAEME, 2019

Purpose of this paper: This research aims to develop new approach to identify and evaluate the main factors, which affect construction project success. Methodology: Objectives of this research was achieved through the design of questionnaire to evaluate the importance of each factor by project management experts. After receiving 113 responses, the relative importance of each factor was calculated by the Sigma Level ( L) concept and the weight of each factor was calculated according to the contribution of each factor to the total  L summation. Questionnaire results was validated through several meetings with project managers and performing Paired test to confirm that there is no significant difference between project managers' opinion and the results of questionnaire. Findings: Results of questionnaire revealed that experts believe that top five factors are: Scope, Time, Quality, Cost & Stakeholders Management in descending order. Paired test confirmed that there is no significant difference between project managers and expert opinions. Research limitations: This research didn't consider the impact of project phase over the importance of each factor. As an example, the scope factor may become less important at the closing phase with respect to the planning phase. Practical implications: The results of this research could be used to develop an automated system to evaluate the project in quantitative way, rather than the usual qualitative methods. Originality: This research adopted a new approach to evaluate the relative importance of success factors using the Sigma Level ( L) concept.

2016

Recent studies reveal that the offshore projects undertaken on the Norwegian Continental Shelf failed consistently to deliver on time and budget. The study performed by Norwegian Petroleum Directorate (NPD) confirms major cost & schedule overruns. It was identified that numerous International oil and gas projects faced similar challenges in meeting the budgets and schedule. In spite of having various project management techniques, the oil companies (operators) still experience challenges to track the project deliverables. With the current lower oil prices, executing projects on time (OTD-On Time Delivery) according to the agreed budget is the need of the hour for the Norwegian oil and gas industry. This thesis looks into developing a methodology to track the projects and handles various project issues early so as to manage effective project deliveries. This study identifies various key issues that have promoted project failures in different project phases on an EPCIC project model. This thesis shows how to effectively capture the project issues and enhance overall project performance. This thesis covers various critical parameters that need to be managed in various phases of the EPCIC project. This thesis thus proposes a project evaluation methodology through using a "stage gate" criteria and also proposes a project model that could effectively manage the projects.

Innovation and Supply Chain Management, 2012

Project success is a vague concept among researchers and practitioners. Many researchers have tried to explain when a project could be called successful, but there is no agreement. The reason is existence of different stakeholders and viewpoints in a project. In this article we aim to make a comparative framework to compare different viewpoints and discover intersections and variances in the concept of project success to decrease these diversities. We review 173 selected papers and make an integrated framework containing nine different viewpoints that could be used as a raw dataset to explore trends in the literature and hidden aspects of project success. Analyzing statistics of this framework we found that: 1) Although the focus on stakeholders' satisfaction are increasing but still cost, time and quality is dominating success criteria for evaluating project success. And also we categorized nine success criteria to three levels of priority i.e. high, medium and low priority, based on the frequency of appearance in the papers. Then we found some corelationships between nine groups of criteria using Association Rules method. 2) During 80s most papers deal with cost, time and quality (project management success), and in 90s it expanded to customer satisfaction (product success), then currently, it expanded to multiple project evaluation (program success). We also found that there are still some forgotten parts of project success and we argue that one of the most important hidden aspects is "Project Selection Success". It should be considered because it defines project success at its origin. Furthermore its influence on the project management and total project success is not clearly defined in the literature.

Celal Bayar Üniversitesi Sosyal Bilimler Dergisi, 2015

Project performance models should serve as managerial measurement tools that evaluate the various aspects of projects with a holistic approach. However, predate models in the literature generally focus on limited performance indicators of projects-such as budget and time-for performance assessment and they lack broad perspective. In this respect, we aimed to introduce and propose a new model for the quantitative, effective and holistic evaluation of projects. The proposed model is originally developed as a conceptual approach by Livvarcin (2013) and entitled as The Bridge Model. In this study we enlarged the study and embodied the project performance parameters. In this study, we examine project performance by focusing on two different parameter groups: Process parameters and indicator parameters. Process parameters include seven elements of The Bridge Model, these are preparation phase, initiation phase, implementation phase, closing phase, post-project phase, project atmosphere and project actors. Indicator parameters are measures that are similar to the project parameters used in existing project performance models and they include cost, time, quality, performance of outcomes, motivation, development and competitiveness. We also performed a pilot study to figure out the performance of 42 different projects by using the performance parameters of the proposed model. We proved the validity and reliability of our model by using both quantitaive and qualitative methodologies.

2018

Project success criteria are dependent variables that measure the successful outcome of a project, while project success factors are the independent elements of a project that can increase the likelihood of success. In other words, success criteria are used to measure success whilst success factors facilitate the achievement of success. The purpose of this paper is to systematically record and identify project success criteria as well as critical success factors found in the literature and published in academic journals in order to form an effective and widely accessible framework to measure project success. Time - schedule, cost - budget, user satisfaction, quality-performance, business and commercial performance are the most frequently used success criteria, followed by technical specifications and requirements, stakeholders’ satisfaction, strategic goals/objectives and competitiveness, functionality, project team satisfaction and safety. Some researchers also refer to contractor ...

Only a few studies in the project management literature concentrate on the critical factors that affect project success or failure. Whereas many of these studies generate lists of critical success factors, each list varies in its scope and purpose. The success factors are usually listed as either very general factors or very specific factors affecting only a particular project. However, lacking a comprehensive list makes it difficult not only for project managers but also for researchers to evaluate projects based on these factors. In this study, we suggest a new scheme that classifies the critical factors, and describes the impacts of these factors on project performance. Emphasis is given to the grouping of success factors and explaining the interaction between them, rather than the identification of individual factors. An empirical study is conducted to test the practicality of using such a scheme. The statistical analyses of the results demonstrate the differences between the critical success factors identified in a previous study from literature and the factors identified with the use of our scheme. Many critical factors, such as factors related to project managers' performance, factors related to team members and environmental factors, became apparent with this study. The results are encouraging, in that practitioners support the use of this scheme for determining and analysing critical success factors and how systems respond to these factors.

2003

This paper presents a method for analyzing the impact software project factors have on project success as defined by project success factors that have been prioritized. It is relatively easy to collect measures of project attributes subjectively (i.e., based on expert judgment). Often Likert scales are used for that purpose. It is much harder to identify whether and how a large number of such ranked project factors influence project success, and to prioritize their influence on project success. At the same time, it is desirable to use the knowledge of project personnel effectively. Given a prioritization of project goals, it is shown how some key project characteristics can be related to project success. The method is applied in a case study consisting of 46 projects. For each project, six success factors and 27 project attributes were measured. Successful projects show common characteristics. Using this knowledge can lead to better control and software project management and to an increased likelihood of project success.