PROJECT OPERATIONS

PLANNING AND CONTROL IMPLICATION FOR PROJECT SUCCESS OR FAILURE

Project success or failure must be measured against the goals and objectives
In the initial planning stage cost, schedule, and technical performance goals and objectives are established. In a stable project, these goals and objectives remain the same through completion. The goals and objectives for a project directly relate to business and its strategic objectives. Business and project objectives should be in alignment.

CRITERIA FOR PROJECT SUCCESS (OBJECTIVES)

Criteria for project success are established from the business requirements and relate to three areas of the project scope 1. Schedule 2. Cost 3. Technical performance

EXAMPLE
OBJECTIVES:
A new venture to build an electric car for commuters.

1. Schedule: build and test a prototype in 12 months

2. Cost :the budget of project does not exceed $1.4 million 3. Technical performance: operate for 3 hours, recharge full in less than 6 hours from 110 volts, transport 400 pounds of weight.

CRITERIA FOR BUSINESS REQUIREMENT SUCCESS

1. Build and sell 2000 automobiles

2. Generate total revenue of $20 million

3. Establish dealership for sales and maintenance 4. Double sales next year

RESULTS OF PROJECTS-SUCCESS OR FAILURE

Success or failure is relative to the party viewing it.

Each stakeholder can have interest that necessarily do not agrees with other stakeholder.
Some of the stakeholders criteria is discussed:

1. Customer or user 2. Senior corporate management

3. Project manager
4. Project team 5. Second party stakeholders

 Project success and failure are relative terms.

Failure is the condition or fact of not achieving the desired and or ends. Success is achievement of something desired.

Whether the project is success or failure it is in the eyes of stakeholders.

EXAMPLE: a project that over runs cost and schedule in attaining its technical performance may be considered as success if the project outcomes ultimately fits into the choice of elements of organization outcomes.

CAUSES OF SUCCESS OR FAILURE

1. Strategic managers
2. Project manager and team RESPONSIBILITIES OF STRATEGIC MANAGER:

I.
II.

Providing resources
Defining how project will contribute to organization

III. Defining individual and collective role of project manger, members.

IV. Regular review of project cost, schedule and technical performance

V. Satisfaction of stakeholders.

RESPONSIBILITIES OF PROJECT MANAGER:

I. II.

Use of project resources in effective way. Keeping project stake holders informed of progress of project

III. Maintaining on going interfaces with organizational units.

IV. Enhancing skills, knowledge, and attitudes of members V. Developing and using appropriate information system.