HO CHI MINH CITY NATIONAL UNIVERSITY

BACH KHOA UNIVERSITY

SCHOOL OF INDUSTRIAL MANAGEMENT
BUSSINESS OF ADMINISTRATION
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PROJECT MANAGEMENT
Individual Assignment

REVIEWING THE FACTORS THAT

INFLUENCES ON THE PROJECT SUCCESS
(Outline)

Submitted to: Nguyen Thuy Trang, Lecturer

Submitted by: Vo Dang Phuc Duyen
Student number: 1752143

Submission date
9th May, 2019
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Table of Contents
I. Different perspectives:.........................................................................................................................4
1. Mariela 2017: Project Management Success Factors.......................................................................4
2. Cserhati 2014: The relationship between success criteria and success factors in organizational
event projects...........................................................................................................................................4
3. Luckmann 2017: Success Factors for Business Process Improvement Projects in Small and
Medium Sized Enterprises – Empirical Evidence....................................................................................6
II. Analysis:..............................................................................................................................................6
1. Mariela 2017: Project Management Success and Project Success...................................................6
2. Coserhati, 2014: Success Criteria and Success Factors:...................................................................7
3. Luckmann, 2017: Empirical Findings:.............................................................................................9
III. Examples:......................................................................................................................................10
1. Mariela, 2017: EU co-financed water projects:..............................................................................10
2. Csersati, 2014, The EMBOK (Event Management Knowledge Body) created by O'Tool and his
colleagues in 1999:................................................................................................................................10
3. Luckmann, 2017: Small and medium sized enterprises (SME) in Germany..................................11
IV. Conclusions...................................................................................................................................11
V. References.........................................................................................................................................11

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I. Different perspectives:

1. Mariela 2017: Project Management Success Factors

- According to Mariela 2017, there are two main success concepts when talking about the
project:
 Project success
 Project management success
- Project management success:
Project management is planning, organization, monitoring and control of all aspects of
project, with motivation of all included to achieve project goals on safe manner, within
agreed schedule, budget and performance criteria.

How to measure if project management is successful?

 Criteria of time, cost, quality, scope, resource and activity. (The Iron Triangle)
 PMPA - Project Management Performance Assessment or maturity models of
management within Project Excellence Model.

There is a significant positive relationship between project management practices and

project success. Project management success is one of the elements of project success,
because the latter is hardly achievable without it.

2. Cserhati 2014: The relationship between success criteria and success factors in
organizational event projects.
- Researchers have analysed various areas of project management, including how projects
are completed, the contexts in which they are executed and how their outcomes should be
evaluated. In the following these aspects, we have the results in term of task and
relationship approaches:
 Project success criteria
 Project success factors
- Project success criteria:
 Task and Psychosocial-related criteria:

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 Task-related criteria: based on The iron triangle: Criteria of time, cost, quality, scope,
resource and activity.

Psychosocial-related criteria: Stakeholder’s satisfaction (The satisfaction of customers

and end users, the happiness of project team and the opinion of other).
 Objective and Subject Criteria:

Objectively Measureable Criteria: Schedule, cost, performance, safety, disputes, accident

rate.

Subject Evaluation Criteria: quality, client, contractor, project team and other
stakeholders’ satisfaction.

 Technical success, environmental impact and the effects on business

operations as the most important criteria
- Project success factor:
 Internal Factors: Coordination, communication and relationships, structure and
control, monitoring and feedback, a project's significance and publicity, and
management support =>> a positive impact on a project's outcome. (Pinto and
Slevin)
 External Factors: According to Belassi and Tukel, they grouped them into four
categories: factors that are related to a project, to a project manager and team, to
an organization and the factors that are related to the external environment.
 Context, Participants and Functions which was three factors that Lechler grouped
in his research.
 Cooke-Davies (2002) studied so-called real success factors at three different
levels: the success of project management activity, project success and consistent
project success.
 In Rofner, Waeffler and Pfister’s research, they chosen key factors of success
includes: a clear objective, the concept and feasibility of an event, detailed project
planning and control, effective and committed leadership, the management of
human resources, problem solving, the handling of relationships and good
communication with stake-holders.
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 3. Luckmann 2017: Success Factors for Business Process Improvement Projects in
Small and Medium Sized Enterprises – Empirical Evidence
- Project Management and Success Factors
- Business Process Management and Success Factors
- Process Management and Success Factors in SMEs

II. Analysis:

1. Mariela 2017: Project Management Success and Project Success

- Project management success and Project success:

- Project management success factors breakdown:

 Elements of project management competence: consists of technical, behavioral and
contextual competencies of project manager and project team members, as well as their
coordination.
 Elements of organization: consists of organizational structure, organizational culture,
organizational atmosphere and organization competence (PP&P governance, PP&P
management, PP&P organizational alignment, PP&P resources, PP&P people’s
competences).
 Elements of project management methodologies, methods, tools and techniques:
project management methodologies, project management software, project
management tools, decision-making techniques, risk assessment tools and information
communication technology support tools.
 Project management success factors breakdown structure.

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 -

2. Coserhati, 2014: Success Criteria and Success Factors:

- Research methods:

Success criteria: Success factors:

Meeting project’s performance
objectives
Meeting project's specified objectives
Stakeholders' satisfaction
Project management processes
Project Resources
Project Team
Organizational Culture
Communication & co-operation

- Results:

The exploration of the attributes of success criteria and success factors.

 Analysis on 18 variables that rep-resent success criteria identified four factors.

Meeting a project’s primary aims Describe a fulfillment of

Meeting a project’s specified aims
project objectives
Satisfaction of contractors and sponsors Represent the satisfaction of
Satisfaction of local and national
the project stakeholders
stakeholders

 An analysis on 23 variables that represent the success factors of organizational event

projects identified six factors.
 The first factor represents the elaboration of the objective- and task structures of
a project as well as the continuous improvement of project plans.
 The second factor includes the definition of financial conditions and the
responsibility for sharing in sub-contracts.

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  The third factor contains the variables that are connected to the competence and
commitment of a project leader and a project team as well as the division and
scope of responsibilities.
 The fourth factor includes variables that represent information sharing,
communication, teamwork and organizational learning within a project team.
 The fifth factor's indicators involve the selection and control of contractors as
well as communication with the most important stakeholders: project owner,
sponsors and contractors.
 The final factor includes collaboration and conversation with a wider range of
stakeholders such as national and local authorities, the city and its inhabitants.
 Based on an inspection of the variables that create separate attributes, the following
interpretation was made for the success factors of organisational event projects:

1. project definition;

2. contract strategy;

3. project leadership;

4. the organisational culture of the project team;

5. communication and co-operation amongst partners and

6. partnerships with local and national stakeholders.

- An analysis of the relationship between the attributes of success criteria and success
factors.

The relationship between success criteria and success factors was investigated to reveal which
factors play an important role in the fulfilment of a project's aims and the satisfaction of project
stakeholders.

 The first model identified the connections between the success factor and the success
criterion, meeting project's primary aims.
 The second model revealed associations between the success factors and the success
criterion, meeting project's specified aims
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  The third model included the satisfaction of contractors and sponsors success
criterion
 The fourth model included the satisfaction of local and national stakeholder’s
success criterion.

3. Luckmann, 2017: Empirical Findings:

- Methodology:
 Conduct a qualitative empirical.
 Object: 31 German BPM practitioners from 23 organizations in a variety of fields
including, IT-services and consulting, wholesale and retail, production, and
education.
 Question:
 If you think of your BPM as [e.g. a hurdle race], what would you consider to be
the most important success factors?’
 Considering the race organizers, i.e. the organizations leadership, which success
factors do you see for BPM your organization?
 Each BPM project has phases in which you must sprint, which success factors do
you see as crucial during these phases?
 Taking the marathon perspective, what do you think are long term success factors
for BPM projects?
 When passing on the project results to the operations, like in a relay race, what do
you see as success factors?
- Empirical Findings:
 Summary Factor I: Project Integration, Monitoring and Controlling, Risk
Management, Stakeholder Management, Human Resource Management.
 Summary Factor II: Quality Management, Project Communication, Scope
Management, Organizational Culture

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III. Examples:

1. Mariela, 2017: EU co-financed water projects:

- EU co-financed water projects are public projects in the Republic of Croatia, which are
being planned, selected, verified, monitored and controlled under Croatian water.
- Project manager must take into consideration a larger scope of elements than time, cost
and quality while taking managerial decisions.
- Factors from three categories:

2. Csersati, 2014, The EMBOK (Event Management Knowledge Body) created by

O'Tool and his colleagues in 1999:
- Research methodology:
 Conduct a questionnaire survey composed of two essential parts.
 Objective: 57 wedding projects organizers.
 Aim: the success factors of wedding project in both formal and informal area in
Marrakech.
 Questionares:

1st: The profession, business, company, number of years of experience, types of

organized event projects.

2nd: The relative importance of each success factors of wedding projects.

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- Analysis:
 Consider 2 dimensions:
(1) Analysis arithmetic means and rank orders to identify the key success factors
and their ranking.
(2) The ANOVA test to confirm with or not perceptions between different
respondents groups on the success factors.

3. Luckmann, 2017: Small and medium sized enterprises (SME) in Germany

IV. Conclusions

V. References
- https://www.westeastinstitute.com/wp-content/uploads/2013/02/ANT13-294-Habiba-Abou-
Hafs-Full-Paper.pdf

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