the role of project management in achieving project's success
International Journal of Project Management Vol. 14, No. 2, pp. 81-87, 1996
Copyright © 1996 Elsevier Science Ltd and IPMA
Printed in Great Britain. All rights reserved
0263-7863/96 $15.00 + 0.00
Pergamon
0263-7863(95)00057-7
The role of project management in achieving project success
A K Munns and B F Bjeirmi
University of Dundee, Department of Civil Engineering, Dundee, Scotland DD1 4HN, UK
The role of different project management techniques to implement projects successfully has been widely established in areas such as the planning and control of time, cost and quality. In spite of this the distinction between the project and project management is less than precise.
This paper aims to identify the overlap between the definition of the project and project management and to discuss how the confusion between the two may affect their relationship.
It identifies the different individuals involved on the project and project management, together with their objectives, expectations and influences. It demonstrates how a better appreciation of the distinction between the two will bring a higher possibility of project success. Copyright ©
Elsevier Science Ltd and IPMA
Keywords: projects, project management, success, failure, evaluation
It has been recognised over the last 30 years that project management is an efficient tool to handle novel or complex activities. Avots ~ has suggested that it is more efficient than traditional methods of management, such as the practice of functional divisions in a formal hierarchical organisation, for handling such situations. The process of bringing new projects on stream and into the market imposes demands on established organisations and necessitates different management techniques from those required to maintain day-to-day operations. In such circumstances, where companies have a finite, unique and unfamiliar undertaking, the techniques of project management can be successfully implemented. These
Copyright © 1996 Elsevier Science Ltd and IPMA
Printed in Great Britain. All rights reserved
0263-7863/96 $15.00 + 0.00
Pergamon
0263-7863(95)00057-7
The role of project management in achieving project success
A K Munns and B F Bjeirmi
University of Dundee, Department of Civil Engineering, Dundee, Scotland DD1 4HN, UK
The role of different project management techniques to implement projects successfully has been widely established in areas such as the planning and control of time, cost and quality. In spite of this the distinction between the project and project management is less than precise.
This paper aims to identify the overlap between the definition of the project and project management and to discuss how the confusion between the two may affect their relationship.
It identifies the different individuals involved on the project and project management, together with their objectives, expectations and influences. It demonstrates how a better appreciation of the distinction between the two will bring a higher possibility of project success. Copyright ©
Elsevier Science Ltd and IPMA
Keywords: projects, project management, success, failure, evaluation
It has been recognised over the last 30 years that project management is an efficient tool to handle novel or complex activities. Avots ~ has suggested that it is more efficient than traditional methods of management, such as the practice of functional divisions in a formal hierarchical organisation, for handling such situations. The process of bringing new projects on stream and into the market imposes demands on established organisations and necessitates different management techniques from those required to maintain day-to-day operations. In such circumstances, where companies have a finite, unique and unfamiliar undertaking, the techniques of project management can be successfully implemented. These
References: 1 Avots, I 'Why does project management fail? ' California Management Review 12 (1969) 77-82 2 Wit, A D 'Measurement of project success ' Project Management 6 (3) (1988) 164-170 3 Kerzner, H Project management.., a systems approach to planning, scheduling, and controlling Van Nostrand Reinhold, New York (1989) 4 Cash, H and Fox, R 'Elements of successful project management ' J Systems Management (1992) 10-12 5 Baker, B N, Fisher, D and Murphy, D C Factors affecting project success National Technical Information Services, N-74-30092 (September 1974) projects National Technical Information Services, N-74-30092 (September 1974) 7 Kumar, D 'Developing strategies and philosophies early for successful project implementation ' Project Management 7 (3) (1989) 164-171 (September 1986) 9 Duncan, G L and Gorsha, R A 'Project management: A major factor in project success ' IEEE Transactions on Power Apparatus and System 102 (11) (1983) 3701-3705 about project management ' Sloan Management Review Summer (1988) 12 Posner, B Z 'What it takes to be a good project manager ' Project Management Journal 28 (1) (1987) 51-54 of the lOth INTERNET World Congress on Project Management 1 (1990) 14 Nicholas, J M 'Successful project management: a force-field analysis ' J System Management January (1989) 24-30 15 Oakland, J S Total Quality Management Heinemann, Oxford (1989) 87