You are on page 1of 2

International Journal of Project Management Vol. 17, No. 6, pp.

337342, 1999
# 1999 Elsevier Science Ltd and IPMA. All rights reserved
Printed in Great Britain
0263-7863/99 $20.00 + 0.00

PII: S02637863(98)00069-6

Project management: cost, time


and quality, two best guesses and
a phenomenon, its time to
accept other success criteria
Introduction
A project is a complex, non-routine, one-time effort limited by time,
budget, resources, and performance specifications design to meet
customer needs. Often, software managers have to monitor and
manage many projects concurrently. Unfortunately, some projects were
completed successfully but some were not completed on time, over budget
or being cancelled. Some of the reasons of this project failure are: lack of
user involvement, lack of planning, incomplete requirements, lack of
resources, incorrect cost estimation, just to name a few.

Project Objectives

To determine project risks factors that are associated with the project
network structure and to make improvement suggestions on the use of
these project success methods.
Classifying projects into resolution types
rank the risks according to severity on project objectives
Develop responses for mitigating, controlling and monitoring the risks
with negative effects on the project targets so as to minimize costs,
improve quality and efficiency of project delivery.
To develop recommendations, which contribute to more effective risk
management in construction projects.

Rationale

This paper provides some thoughts about success criteria for project
management. Cost, time and quality (The Iron Triangle), over the
last 50 years have become inextricably linked with measuring the
success of project management. This is perhaps not surprising, since
over the same period those criteria are usually included in the

Mukuka Kowa

GBS700

MSCPM5732014

International Journal of Project Management Vol. 17, No. 6, pp. 337342, 1999
# 1999 Elsevier Science Ltd and IPMA. All rights reserved
Printed in Great Britain
0263-7863/99 $20.00 + 0.00

PII: S02637863(98)00069-6

description of project management. Time and costs are at best, only


guesses,

calculated at a time when least is known about the project. Quality


is a phenomenon; it is an emergent property of peoples different
attitudes and beliefs, which often change over the development lifecycle of a project. Why has project management been so reluctant to
adopt other criteria in addition to the Iron Triangle, such as
stakeholder benefi ts against which projects can be assessed? This
paper proposes a new framework to consider success criteria,
This paper attempts to investigate the factors that may lead to project
failures during
To study and identify the best project life cycle.
To help define deliverables and keep the project moving and identify
success criteria other than cost, time and quality.

Mukuka Kowa

GBS700

MSCPM5732014