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Defining project success-success means difference things to difference people

论文作者:留学生论文论文属性:短文 essay登出时间:2010-07-04编辑:anne点击率:6122

论文字数:11223论文编号:org201007041448357989语种:英语论文 English地区:英国价格:$ 22

关键词:project managementquestionnairestakeholder managementtakeholder’sproject efficiency

1. Introduction
Project success is theoretical concept, there are quite numbers of argues about how to define project success. These researches in defining project success could be identified into two streams, one stream focus on define success criteria to measure project success, the other is focus on identify critical factors that responsible to project success or failure.
It is a difficult and controversial task in defining criteria for measuring project success. (Baccarini, 1999; Liu & Walker, 1998). Pinto and Mantel (1990) suggested three dimensions that use for measuring project success:www.51lunwen.org (1) the efficiency of the implementation process; (2) the perceived quality of project; (3) the client’s satisfaction. After this research, Andersen and Jessen (2000) suggested further the need in divining the task and people-oriented aspects in defining project success, they conclude 10 elements and offer more comprehensive picture of project outcome, it includes further such as the usefulness of products, the appeal of the result to all stakeholders, the learning experience, the motivation in future impact, the growing in expertise. The LFM (logical framework methodology) suggested by Baccarini (1999) emphasized the need to differentiate two different concepts of success, (1) project management success; (2) product success. The first empirical research on international project development conducted by Diallo and Thuillier (2004) suggested project success is about the perception of difference stakeholders, they identified stakeholder into seven groups and outlined set of criteria.
Compare with these studies on success criteria, a large number of empirical studies has been focused on critical factors for project success. The purpose of development in identifying critical factors is an attempt to aid project manager to evaluate their project with an at least systematically method. One stream of studies is focus on developing decision rules or support systems that use for helping in systematically decision making (Balachandra & Raelin, 1980; Bedell, 1983; Buell, 1967; Raelin& Balachandra, 1985). A second stream is focus on development of set of identifiable conditions or factors that indicated failed factors that occurred in the past so that it helps to identify current problems (Avots, 1969; swider, 1988). A third stream of research, which base on the second stream, but extension to which far more than that, it suggested that success factors is essentially link with the existence of several critical implementation factors such as sufficient resources, clear project mission(Cleland & King, 1988; Pinto & Slevin, 1987;), in addition these relative importance factors are often has contingent upon its nature of project, such as type of project and its stage on life cycle(Pinto & Covin, 1989; Pinto & Prescott, 1988)

1. Introduction 1
2. Literature review 4
2.1 The historical trend on determine factors in defining project success 4
2.2 The definition of project success 5
2.2.1 The perception of project success 6
2.3 Some great approaches that use for define project success 6
2.3.1 Project management successwww.51lunwen.org and product success 6
2.3.2 Project success from organization strategy perspective 9
2.3.3 The factors on project failure 12
2.4. Stakeholders 13
2.4.1 The definition of stakeholder management 13
2.4.2 The importance of stakeholder management 13
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