Group 5_Project Success

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



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)



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



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)



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


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:


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.


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.


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


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


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


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!

Documents

Group 5_Project Success