100 project management-success factor

[email protected]://www.construction-productivity.co.uk

PROJECT PROJECT MANAGEMENTMANAGEMENTSUCCESS FACTORSSUCCESS FACTORS

mailto:[email protected]

RESEARCH MODEL (Process model productivity on site)

Organisational Factors

Contract management

Finance

Etc

PROJECT WORK ENVIRONMENT

Pre-construction Activities (1) D1. Client brief D2. Project objectives D3. Specification D4. Design/build-ability D5. Contractual arrangement D6. Planning D7. Scheduling D8. Estimating

Site/Project Manager (2) Characteristics D9. Experience/capability D10. Leadership style D11. Authority/influence D12. Goal commitment D13. Involvement

Labour (6) Characteristics D39. Subcontracting

Labour D40. Direct labour

Management (3) Factors D14. Clarity of tasks D15. Team work D16. The style of management D17. Safety management

Management (4) System D18. Planning D19. Communication D20. Controlling D21. Co-ordinating

Resource (5) Management D22. Labour selection D23. Labour control D24. Material selection D25. Material handling D26. Plant D27. D31. Waste on site D32. D38. Delay and Disruption on site

Motivating Factors (7) D41-D46 Hygiene Factors D47-D55

P R O D U C T I V I T Y

Project Performance Time Cost Quality Safety

Job Satisfaction

Effort Rewards

Ability and Skill of worker

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS

The Project Management Institute definesproject management as:‘the application of knowledge, skills, tools,and techniques to project activities tomeet project requirements’ .

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Project management is about a leadership. The ideal project managers are good

leaders. It is a about managing resources with the

main goal of completing the project with: a high quality on time within budget

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS with minimum accident on site Full customer satisfaction Full client satisfaction Full corporation amongst all involved

(supply chain) The project management’s success is

about having the power to produce good results.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS It is about the management team effectively

fulfilling their responsibilities. To bring the project to a successful completion. A successful project manager is one who can

envision the entire project from start to finish. To keep pace with business and new innovative

ideas. Project management team need to make their

management practices more flexible.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Management team success is influenced

by several factors such as: education training and experienceHelp project Managers to develop theirknowledge and skill.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Project Manager’s familiarity with their

working environment and team members. This determines a project manager’s

approach in dealing with the activities on site.

The project manager’s managerial behaviour is also influenced by company rules and regulations.


There is a strong positive relationship andassociation between: the style of management and its effectiveness The most effective managers tend to be

both task and people orientated.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Traditional project management

methodologies are sometimes too bureaucratic.

The formal documentation The processes involved in traditional

project management can slow down the project.

New technology has overcome this hurdle.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Technology is consciously improving to

meet the changing needs of users. Also, project management techniques

are changing with time. Communication on site and at the head

office are changing fast.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Project success is about:1. the use of the right processes2. by the right people3. at all time. Financial Management and Schedule

Management are two important key factors to a successful project.

Another success factor is providing good and accurate information for all the project participant.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Other important factors for project

success are:1. Follow-up 2. Simplicity 3. Measurement 4. Seeks facts5. Verifies results.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS One of the most important activity of project managers is

planning. Ongoing planning Work with a Sense of Urgency Planning must be; detailed organised team participation Changes to original plan must be kept to minimum. Changes require planning, re-planning. This will reduce productivity.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS detailed organised team participation Changes to original plan must be kept to

minimum. Changes require planning, re-planning. This will reduce productivity.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSCRITICAL SUCCESS FACTORS FOR PROJECTS Client participation. Organizational culture supports project

management. Have a Formal Process to Define Project Vision. Business need linked to vision. Match changes to project vision.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Complete deliverables step-by-step Work on each item step-by-step Get process reviews and approval Maintain a sense of direction

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSRisk Management Assign a CDM co-ordinator who will be

responsible for detecting potential project issues.

Someone who is both critical and practical. All team members should not hesitate to

report concerns or challenges.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSOpen Communication Communication is vital in all aspects of

project management. Follow the policy of open communication. Encourage all members to voice opinions

and concerns. This cuts through waiting games. significantly reduces the risk of mistakes, it

will save time and money.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSThere are different communicationinstruments, such as: Contracts; Specifications; Reports; Manuals; Schedules; Calculations;

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Drawings; computer files; disks, print-outs; photographs; agenda’s and minutes of meetings. The management of documentation and

communication used in a project is also used by a number of subcontractors’

The storage and retrieval thereof for further use.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSSTANDARDISATION OF COMMUNICATION The main purpose of standardisation is to

develop a specific level of conformity. This process of standardisation has certain

advantages for the management of a project such as:

Less different documents; Revised drawings overtake the other drawings; Records are easy to handle.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORSCOMMUNICATION PLAN Communication planning brings the project

together. The project manager and head office staff

are at the heart of the project’s information and control system.

It is the project manager’s responsibility to develop the project organisation structure.

Develop the project’s communication plan and lines of communication.


Therefore so far success factors can be summarised as :

Full senior management levels of commitment to the project

Project funding A well written specification

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Careful development of a comprehensive

project plan that incorporates: 1. sufficient time2. cost for unforeseen difficulties.3. Potential difficulties as they arise

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS A critical assessment of the risks involved

in the project. The ability of the project team to manage

those risks. The development of appropriate

contingency plans. Must be employed should the project run

into problems.

PROJECT MANGEMENT SUCCESS FACTORSPROJECT MANGEMENT SUCCESS FACTORS

Business success- Measures of performance

time,cycle time, yield and quality

andtotal improvement of

organization performance

Project success

Impact on customer- Related to the customer and / or

the user of the result- Meeting performance

measures?- Functional requirement?- Technical specifications

Project efficiency- Short term measure- Completed on time?- Within the specified

budget?

Preparing for the future- Long term dimension

- Preparing organization&

technologicalinfrastructure for

The four dimensions of project success (Shenhar et al., 1997)

Atkinson’s model of measuring project success (Atkinson, 1999)

Project success

Postdeliverystage

Deliverystage

The process: doing itright

· Cost· Time

· Quality· Efficiency

The benefits: getting themright

· Impact on customer· Business success

The system: getting it right· Benefits to many stakeholders involved

with theproject, e.g. users, customers, project

staff· Criteria from project manager, top

management, customer-client and teammember

· Resultant system


Project success

Micro ViewpointCompletion

- Time- Cost

- Quality- Performance

- Safety

Macro ViewpointCompletion

- Time- Satisfaction

- Utility- Operation

Micro and Macro Viewpoints of Project Success (Lim and Mohamed,1999)

Success Dimension Success Measures

Meeting design goalsFunctional specifications· Technical specifications

· Schedule goals· Budget goals

Benefit to the end user

Meeting acquisition goals· Answering the operational need

· Product entered service· Reached the end user on time

· Product has a substantial time foruse

· Meaningful improvement of useroperational level

· User is satisfied with product

Benefit to the developingorganization

Had relatively high profit· Opened a new market

· Created a new product line· Developed a new technological

capability· Increased positive reputation

Benefit to the defenceand national

infrastructure

· Contributed to critical subjects· Maintained a flow of updated

generations· Decreased dependence on

outside sources· Contributed to other projects

Overall success A combined measure for projectsuccess

Success Dimension and Measures (Sadeh et al., 2000)

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Key Performance Indicators (KPIs) The purpose of the Key Performance Indicators

(KPIs) is to measure organisational performance throughout the construction industry (KPI Working Group, 2000).

Collin (2002) advocates that the process of developing KPIs involved the consideration of the following factors:

KPIs are general indicators of performance that focus on critical aspects of outputs or outcomes.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS KPI is the measure of a process that is

critical to the success of an organisation. The construction industry KPIs allow the

benchmarking of the organisation against industry standard data published by the DTI and Constructing Excellence.

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Key Performance Indicators (KPIs) can be used

to measure construction productivity. Companies implementing KPI systems, must

also consider Rethinking Construction Agenda in their plan.

There are a wide number of different types of measures that are supported by Constructing Excellence, with the three main heading being: -

PROJECT MANGEMENTPROJECT MANGEMENTSUCCESS FACTORSSUCCESS FACTORS Economic KPIs – Considers issues concerning

the financial performance of an organisation and how their projects perform.

Social KPIs – considers issues concerning how companies manage their people and their interaction with external social issues.

Environmental KPIs – Considers issues concerning the environmental performance of projects and organisations in a wider environmental context.

Communication

Style ofmanagement

Changingneeds of

users

Familiaritywith business

Education

Projectmanagement

successfactors

Technology

Newinnovative

ideas

Keep pacewith business

FullcorporationSupply chain

Full clientsatisfaction

Full customersatisfaction

Power toproduce

good result

Workingenvironment

Teammembers

Companyrules and

regulations.

Taskorientated

Peopleorientated

On site andat the head

On site andat the head

Follow-upSimplicity

MeasurementSeeks facts

Verifiesresults.

100 project management-success factor

Engineering