International Journal of Project Management Vol. 17, No. 6, pp. 337±342, 1999# 1999 Elsevier Science Ltd and IPMA. All rights reserved

Printed in Great Britain0263-7863/99 $20.00 + 0.00

PII: S0263-7863(98)00069-6

Project management: cost, time and quality, two best guesses and a phenomenon, it’s time to accept other success criteria

IntroductionA project is a complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications design to meet customer needs. Often, software managers have to monitor and manage many projects concurrently. Unfortunately, some projects were completed successfully but some were not completed on time, over budget or being cancelled. Some of the reasons of this project failure are: lack of user involvement, lack of planning, incomplete requirements, lack of resources, incorrect cost estimation, just to name a few.

Project Objectives

To determine project risks factors that are associated with the project network structure and to make improvement suggestions on the use of these project success methods.

Classifying projects into resolution types rank the risks according to severity on project objectives Develop responses for mitigating, controlling and monitoring the risks with negative

effects on the project targets so as to minimize costs, improve quality and efficiency of project delivery.

To develop recommendations, which contribute to more effective risk management in construction projects.

Rationale

This paper provides some thoughts about success criteria for project management. Cost, time and quality (The Iron Triangle), over the last 50 years have become inextricably linked with measuring the success of project management. This is perhaps not surprising, since over the same period those criteria are usually included in the description of project management. Time and costs are at best, only guesses,

Mukuka Kowa GBS700MSCPM5732014

International Journal of Project Management Vol. 17, No. 6, pp. 337±342, 1999# 1999 Elsevier Science Ltd and IPMA. All rights reserved

Printed in Great Britain0263-7863/99 $20.00 + 0.00

PII: S0263-7863(98)00069-6

calculated at a time when least is known about the project. Quality is a phenomenon; it is an emergent property of people’s different attitudes and beliefs, which often change over the development life-cycle of a project. Why has project management been so reluctant to adopt other criteria in addition to the Iron Triangle, such as stakeholder benefits against which projects can be assessed? This paper proposes a new framework to consider success criteria,

This paper attempts to investigate the factors that may lead to project failures during To study and identify the best project life cycle. To help define deliverables and keep the project moving and identify success criteria

other than cost, time and quality.

Mukuka Kowa GBS700MSCPM5732014