Shlomo Globerson

From Critical Success Factors to Critical Success Processes

After myriad studies into the main causes of project failure, almost every project manager can list the main factors that distinguish between project failure and project success. These factors are usually called Critical Success Factors (CSF). However, despite the fact that CSF are well-known, the rate of failed projects still remains very high. This may be due to the fact that current CSF are too general and do not contain specific enough know-how to better support project managers’ decision-making. This paper analyses the impact of 16 specific planning processes on project success and identifies Critical Success Processes (CSP) to which project success is most vulnerable. Results are based on a field study that involved 282 project managers. It was found that the most critical planning processes, which have the greatest impact on project success, are “definition of activities to be performed in the project”, “schedule development”, “organizational planning”, “staff acquisition”, “communications planning” and “developing a project plan”. It was also found that project managers usually do not divide their time effectively among the different processes, following their influence on project success.

The Impact of the Project Manager on Project Management Planning Processes

If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the projects targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the managers intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.

Evaluating the quality of project planning: a model and field results

Faulty planning will result in project failure, whereas high-quality project planning increases the projects chances of success. The paper reports on the successful development and implementation of a model aimed at evaluating the quality of project planning. The model is based on both the abilities required of the project manager and the organizational support required for a proper project management infrastructure. The model was validated and applied by 282 project managers in nine organizations, where strong and weak planning processes were identified and analysed.

Evaluation of Models for Forecasting the Final Cost of a Project

This paper addresses how to estimate the final cost of a project and when the estimate becomes accurate. The performance of five forecasting models drawn from literature was evaluated with data from a sample of actual projects. A stability analysis was carried out in order to identify when the forecasts become stable and accurate for the model that emerged as the most accurate.

Impact of various work-breakdown structures on project conceptualization

Abstract For a project to be properly managed, there is a need to generate its work-breakdown structure (WBS), and to define work packages so that they can be correctly assigned to organizational units. The WBS may be considered the taxonomy of a project. Several possible patterns of WBS can be generated, despite the fact that all of them describe the same project. However, different WBS patterns call for different organizational structures and management styles during project implementation. Thus, the WBS designer already has a significant impact on the way that a project is to be managed at the very early stage of proposal submission, sometimes without being aware of it. A mismatch between the project WBS, the organizational structure, and the management style of the project manager has a negative impact on the likelihood of the project being completed successfully. Chaos results if the various parties to the project each produce a different WBS. The paper discusses the above issues, and presents an analysis of the different options for a WBS for an example project, and the possible impact of the options on the preferred organizational structure and management style.

Benchmarking of project planning and success in selected industries

Purpose – To identify the industry in which projects are best planned and executed and use it as a benchmark for improving project planning in other industries.Design/methodology/approach – Based on data collected from 280 project managers, project success and quality of project planning were evaluated and analyzed for four industries – construction and engineering, software and communications, services, and production and maintenance.Findings – Quality of project planning was found to be the highest in construction and engineering organizations and the lowest in manufacturing organizations. This is a result of a few factors, among them the intensive organizational support which is offered to project managers working in construction and engineering organizations. The other three industries limit their support mostly to tactical aspects, such as the purchasing of project management software. The high quality of project planning in the construction and engineering organizations resulted in their ability to ...

The Influence of Job Related Variables on the Predictability Power of Three Learning Curve Models

Abstract The learning curve is one of the tools in operation planning and control. It enables the planner to estimate the future performance of tasks executed either by individuals or organizations. Choosing the appropriate mathematical model that depicts learning is usually based on a “least square oriented” searching procedure, hence prior knowledge of the possible model that may fit a certain operation would facilitate the searching procedure. This study investigates the influence of three groups of variables on the chosen model: working conditions, type of instructions, and previous experience. The following three models were investigated: linear, power, and exponential. Results show that the predictability power of the model is a function of operational variables as well as the specific model which is applied.

Effective Sizing and Content Definition of Work Packages

The definition of a projects scope requires comprehensive specification of its work breakdown structure. An essential element of this is appropriate division of the project into manageable work packages. We present the main considerations relevant to determining the size and contents of work packages. We also provide two supporting tools: a checklist for examining the adequacy of the breakdown and a form for capturing the required information.

The use of just-in-time training in a project environment

Abstract Around 40% of the knowledge acquired in training is lost after a break of 1 month, rising to 90% after 6 months. By providing training ‘as needed’, Just In Time Training (JIT-T) seeks to solve this problem. In other words, effort is not invested in training people in skills that they are not going to use in the very near future. The paper describes the use of the JIT-T approach in training project managers, working in a hi-tech company. JIT-T was selected because the management felt that the conventional training was not effective enough. The more crucial project management areas were identified, and the training program was executed.

Minimization of worker induction and training cost through job enrichment

Reporting on results of a job-enrichment programme applied to an automotive assembly operation, Ruehl (1974), attributes significant savings to the impact of reduced labour turnover on training coat. Despite higher skill requirements entailing longer training time, net cost was reduced rather than increased. This paper develops an economic job-design model based on the trade-off between labour turnover and training time, both as functions of job size measured by cycle time. Calculations based on empirical parameter estimates show minimum cost at a cycle time of about 20 min.