The influences on the success, or otherwise, of a project. A distinction can be made between the underlying factors, or causes of success or failure and the symptoms of an ineffective project management process. The lack of top management support is a typical project critical success factor, which can lead to a variety of symptoms, such as adequate resources not being made available to the project.
Published in Chapter:
Sponsorship in IT Project Management
David Bryde (Liverpool John Moores University, UK) and David Petie (Petie Ltd., UK)
Copyright: © 2009
|Pages: 5
DOI: 10.4018/978-1-60566-026-4.ch567
Abstract
Since the 1970s academics and practitioners in the discipline of project management have sought answers to two inter-related questions: How is project success defined and measured? What are the influences on project success? To answer the first question people have studied project success criteria/key performance indicators. To answer the second, studies have focused on project critical success factors. Daniel (1961) introduced the concept of “success factors,” stating that “in most industries there are usually three to six factors that determine success; these key jobs must be done exceedingly well for a company to be successful” (p.116). Approaches to the management of information have been established using Daniel’s concept. For example, Rockart (1979) developed a Critical Success Factor (CSF) method for meeting the information needs of top executives. This method focused on understanding the objectives and goals of the company and the factors (CSFs) critical to their achievement, and establishing information systems to report on performance in these two areas. A key challenge has been to integrate the definitions and measures of success with CSFs, and in this respect work has been carried out to develop frameworks linking models of success criteria (the measures of success) with CSFs (see, for example, van Veen-Dirks & Wijn, 2002). The concept of CSFs has also been applied to project environments, with project CSFs being “those inputs to the management system that lead directly or indirectly to the success of the project” (Cooke- Davies, 2002, p. 185). Project management theory has also looked for a holistic answer to the questions of “How is project success defined and measured?” and “What are the influences on project success?”, through the development of models linking project success criteria and project CSFs (Westerveld, 2002; Bryde, 2003).