group 5_project success
TRANSCRIPT
PROJECT SUCCESS
WHAT IS ‘PROJECT SUCCESS’ AND HOW TO MAKE
SURE IT IMPLEMENTED TO ARCHIVE
ORGANIZATION’S OBJECTIVES
What is Project??
A project is a temporary endeavor undertaken to create a
unique product, service or result.
An effort that creates unique deliverables which are products,
services or results.
Project vs. Operational Works
- Performed by people
- Constrained by limited resources
- Planned, executed and controlled
Project VS Operations
What is Project Management?
An application of knowledge, skill tools and technique to project
activities to meet the project requirement.
The purpose project management:
- Successfully managing projects that
emphasizes producing quality results
within budget and schedule constraints
Project Success vs Project
Management Success
Project success
-It measured against the overall objectives
of projects
- Measured in terms of completing the project
within the constraints of:
- Iron triangle (cost, time, quality) Project management success
- It measured the widespread and traditional
measures of performance against cost,
time and quality
Traditional Project Success,
but….
Traditional Project Success,
but….
Five Main Factors That Lead
to Successful Projects
i. Smart People
The project manager- the person needs to have an array of skills
under his arm to use during project
Project Team- The team needs to consist of variety of skills &
experience. (collectively as a team, success is easy to achieve with
proper guidance)
All of those involved must have commitment to the group, share
similar visions for the projects and strive for overall success
It is important to assign the right people to each aspect of the
project and make sure that they are working well together
Five Main Factors That Lead
to Successful Projects (cont..)
ii. Smart Planning
Comprehensive planning sets up a project for success from the
start
All stakeholders should be on board during the planning process
and always know in which direction the project is going to go
Good planning keeps the project team focused and on track as well
as keeping the stakeholders aware of project progress
Assuring accurate time for cost estimates to be produced and for
clear documentation of milestones and deliverables will make
things much easier as the project progresses
Five Main Factors That Lead to
Successful Projects (cont…)
iii. Open Communication
Looking closely at details and listening to outside sources of
information is vital to the success of a project
When working under a specific timetable, it is important that the
team remains well-informed
Communication is the best way to prevent problems from occurring
Always be honest about what your team can do and when it can be
done by
Five Main Factors That Lead to
Successful Projects (cont…)
iv. Careful Risk Management
During the planning process, it is vital to produce a risk log with an
action plan for the risks that the project could face
Make sure all key stakeholders are aware of your risk log and know
where they can find it (If something happens, then the team can
quickly resolve the issue with the management plan that has already
been set in place)
Five Main Factors That Lead to
Successful Projects (cont…)
v. Strong Project Closure
If a project does not have strong closure, then it has the potential to
continue to consume resources
The project team must be firm and agree with the customer that all
critical success factors have been met
Confirmation of the project delivery, testing, and release must be
agreed upon and signed off
Satisfaction surveys are good forms of documentation to log and file
for future reference and valuable information for use in the future.
Project manager’s job to ensure
that everything runs smoothly on
a project, but having a great
project manager doesn’t
guarantee a successful project
outcome. The entire team paying
attention to key factors is what
will help lead the project to true
success.
Triple Constraint
(Project Management Triangle)
key attributes that must be handled effectively for
successful completion and closure of any project
Triple Constraint (cont…)
Time – This refers to the actual time required to produce a deliverable.
amount of time required to produce the deliverable will be directly
related to the amount of requirements that are part of the end result
(scope) along with the amount of resources allocated to the project
(cost)
Cost – This is the estimation of the amount of money that will be
required to complete the project. Cost itself encompasses various
things, such as: resources, labour rates for contractors, risk estimates,
bills of materials, etc.
Scope –The scope is generally identified up front so as to give the
project the best chance of success. (Although scope can potentially
change during the project life-cycle, a concept known as ‘scope
creep’) .The common success measure for the scope aspect of a
project is its inherent quality upon delivery
Steps to ensure successful project
i. Understand the Triple Constraint:
project manager MUST be fully cognizant of the fact that scope,
time and cost are fully inter-related and that the triple
constraint dictates any adjustment to any of those items MUST
affect the other
Denial of the potential repercussions of adjustments to the
scope, time or cost of a project would lead to issues down the
road & may also cause the project to fail
Triple Constraint (cont…)
Steps to ensure successful project
ii. Convey the Triple Constraint:
Project manager to be cognizant of any fluctuations to the key
attributes, whether they be unexpected or requested-will make the
likelihood of project success that much higher
Never assume that other attributes can be left un-changed if one
attribute is known to be changing or fluctuating (one cannot simply
dismiss a change to one without being fully aware of the fact that it
WILL affect the other two)
Triple Constraint (cont…)
Steps to ensure successful project
iii. Monitor the Triple :
Project manager convey that information to the project stakeholders.
Making sure everyone recognizes the importance of the constraint will
make discussions regarding the scope, time and cost far easier
Make stakeholder to scrutinize their change requests more thoroughly
rather than assuming that any change will have no issue on the project
release cycle
Triple Constraint (cont…)
Project Classification
Basically, projects can be defined into three resolution types:
Resolution Type 1: (Project Success)
The project is completed on time, on budget, fulfilled all functions and
features as specified.
Resolution Type 2: (Project Challenged)
The project is completed and operational but over budget, over the time
estimate and offers fewer functions and features than originally specified.
Resolution Type 3: (Project Impaired)
The project is cancelled at some point during the development stage.
Sources: Journal- Project Management Practices: The Criteria for Success or Failure
Project Success Factors
(Resolution Type 1)
The top four factors contributed to project success as below:
User involvement- The absence of user involvement is the major cause of
the project failure. Even when delivered on time and on budget, a
project can fail if it dows not meet user’s needs.
Executive Management Support –This influnce the process and progress
of a project and lack of executive input can put a project at a severe
disadvantages.
Clear statement of requirements- By creating a minimal, otainable
requirements and then developing those features, the effects of change
will be reduced. As a results, an added benefits is that project managers
are better prepared to articulate the needs and priorities of the next
phase of the projetc.
Proper planning – Creating a project plan is the first things to do when
undertaking any kind of project.
Project Success Factors
(Resolution Type 1)
According to 1994 Standish CHAOS Report, the top 10 factors found in
successful projects as below:
Sources: Journal- Project Management Practices: The Criteria for Success or Failure
Project Challenged Factors
(Resolution Type 2)
According to the 2002 Standish Report, the factors thet contributed to
project challenged factors for resolution type 2 ( completed but were
over budget, over time, or did not contain all fucntions and features
originnally required) as in the table.
Sources: Journal- Project Management Practices: The Criteria for Success or Failure
Project Failed Factors
(Resolution Type 3)
According to the 2002 Standish Report, the factors thet contributed to
project failure factors for resolution type 3 (cancelled at some point
during the development stage) as in the table.
Sources: Journal- Project Management Practices: The Criteria for Success or Failure
Example of Project Success in Malaysia
( Resolution Type 1)
MRT Project
(i) The Klang Valley Mass Rapid Transit (KVMRT) project
involves the construction of a rail-based public transport
network which together with the existing light rail transit
(LRT), monorail, KTM Komuter Ekspres and KLIA Transit
systems, form the backbone of the Greater Kuala
Lumpur/Klang Valley region.
(ii) The project was approved by the Government in December
2010. The first MRT line to be implemented was the 51km
Sungai Buloh-Kajang line.
(iii) Phase One of the MRT Sungai Buloh-Kajang Line from
Sungai Buloh to Semantan will be operational by the end of
2016. The Phase Two, from Semantan Station to Kajang
Station will be operational by July 2017, allowing trains to run
the entire alignment.
(iv) Project success- Complete on time, on budget, fulfilled all
functions and features as specified.
Example of Project Challenged in Malaysia
( Resolution Type 2)
The Second Penang Bridge
(i) Total length is 24km across from Batu Kawan on the
mainland and Batu Maung on the island, the cost of the
project is RM 4.5 billions, where original budget is 3.5 billions
(ii) The curved design was choose compared to straight design
even though the curved design will be costly. The reason is to
reduce the traffic accidents. And also to prevent drivers from
getting drowsy, discourage speeding and improve toad
concentration.
(iii) The Challenged factors
- The cost- Initially design with two platform complete with
restaurants, but that was scrapped due to lack of funds
with additional RM 600 mil to the cost.
- The project commenced in Nov 208 after nine month delay
due to land acquisition and design issues.
- Another delay due to collapse of the ramp in the Batu
Maung interchange to the bridge in June 2013.
- The bridge supposedly completed by 2011, but it was not
until April 2013 and opened for public Nov 2015.
(iv) Project challenged - completed but over budget,over
time, or did not contain all fucntions and features originnally
required
Example of Project Challenged in Malaysia
( Resolution Type 2)
Langat 2
(i)Langat 2 water treatment plant project initially scheduled
for construction in 2010, with contract award RM 993.88
million to a consortium of Salcon Bhd (36%), MMC Corp (34%)
and Ahmad Zaki Resources Bhd (30%).
(ii) A major water supply project for the state of Selangor and
the Federal Territory of Kuala Lumpur. Raw water will be
channeled from Sungai Semantan in Pahang though a transfer
tunnel to Selangor under the Pahang-Selangor Raw Water
transfer Project.
(iii) Project challenged- not completed yet but delay
(supposedly completed in 2017, but will only be completed in
2019)
Project Failure Factors
The top three factors contributed to project failure as below:
Planning and Estimation Factor – This factors refer to initial cost and
schedule estimates are not revised when more information becomes
available as a projct progress. Also plans are not used correctly or used
to guide the project forward, thus causing the project to fail.
Implementation factor–This is caused by project scope changes, incorrect
use of project methodology, major changes in the requirement and
testing, and/or inspection are poorly done.
Human factors – Project managers are not trained to acquire the
necessrary management skills. Also some managers are not able to apply
and put the theory pof project management into practice. Poor
communication are also one of the human factors that cuase a project to
fail.
Example of Project Failed in Malaysia
( Resolution Type 3)
ROOF COLLAPSE: Charming Terengganu beset by construction problems
• Built for 2008 Sukma Games & has a capacity of 50,000
• Supposed to be the main stage of the Terengganu Sports Complex & as was meant to replace the old Sultan Ismail Nasiruddin Shah Stadium.
• Reopened in 2015, stadium roofs were all gone• The report was finished in December of 2009 but
has not been released to the public but there are summaries of the report available as an alternative.
• As for the cause of the failure in short everything from the design through construction was done incorrectly.
• Failures in every aspect of the building also leads to questioning about the owner which is also the government and their motivations when starting the project.
• At the design process, it was found that the support conditions for the roof were incorrectly analyzed. There was also an alternative design used by the contractor that was never sent to the designer for analysis. This could have been done by the contractor to ensure the strict time schedule set by the owner was met.
Conclusion and Recommendation
The main criteria of the project success is balancing the triangle constraints which are scope, time and cost without jeopardizing the quality
Project success is measured by the product and project quality, timeliness, cost compliance and client satisfaction
The role of the organization is to execute project in an effective and efficient way in order to have a successful project
Hence, project management of the organization play a key role in the deliverable of the project and the effectiveness have to be increase from time to time
Pre and post study of the impact of the project (i.e. society, economy, environment and etc.) need to conducted to ensure the project success
Lesson learnt from other related projects also need to carry out at preliminary stage
Thank You!