The role of project management in achieving project success

1 International Journal of project management Vol. 14, No. 2, pp. 81-87, 1996. Pergamon Copyright 1996 Elsevier Science Ltd and IPMA. Printed in Great Britain. All rights reserved 0263-7863/96 $ + 0263-7863(95)00057-7. The role of project management in achieving project success A K Munns and B F Bjeirmi University of Dundee, Department of Civil Engineering, Dundee, Scotland DD1 4HN, UK. The role of different project management techniques to implement projects successfully has been widely established in areas such as the planning and control of time, cost and quality. In spite of this the distinction between the project and project management is less than precise. This paper aims to identify the overlap between the definition of the project and project management and to discuss how the confusion between the two may affect their relationship.

2 It identifies the different individuals involved on the project and project management , together with their objectives, expectations and influences. It demonstrates how a better appreciation of the distinction between the two will bring a higher possibility of project success . Copyright . Elsevier Science Ltd and IPMA. Keywords: projects, project management , success , failure, evaluation It has been recognised over the last 30 years that project or Concorde, all of which turned out to be relative suc- management is an efficient tool to handle novel or complex cesses, even though the project control aspect of them failed. activities. Avots ~ has suggested that it is more efficient It can therefore be argued that the relationship between the than traditional methods of management , such as the prac- two is less dependent than was first assumed, and in order tice of functional divisions in a formal hierarchical organis- to measure project success a distinction should be made ation, for handling such situations.

3 The process of bringing between the success of a project and the success of the new projects on stream and into the market imposes project management activity. demands on established organisations and necessitates This paper attempts to provide a logic for the distinction different management techniques from those required to between project management and the project . Starting from maintain day-to-day operations. In such circumstances, a definition of the two terms, it will outline the factors where companies have a finite, unique and unfamiliar under- which affect their success , the individuals involved and taking, the techniques of project management can be their respective orientations and the relationship between successfully implemented. These undertakings would call these elements. It also discusses the implications of the for more and faster decision making techniques than situation where the project fails but the project management possible in a normal operation and making the right choices process is perceived to have succeeded or vice versa.

4 Will be critical to company success . The use of project management has become associated with such novel complex problems, which are inevitably Definitions called a project . Consequently the success of project man- In order to distinguish between the project and project agement has often been associated with the final outcome of management it is necessary to develop distinct definitions the project . Over time it has been shown that project for the two terms. A project can be considered to be the management and project success are not necessarily achievement of a specific objective, which involves a series directly related. The objectives of both project management of activities and tasks which consume resources. It has to and the project are different and the control of time, cost be completed within a set specification, having definite start and progress, which are often the project management and end dates.

5 Objectives, should not be confused with measuring project In contrast, project management can be defined as the success . Also, experience has shown that it is possible to process of controlling the achievement of the project objec- achieve a successful project even when management has tives. Utilising the existing organisational structures and failed and vice versa (see, for example, Wit2). There are resources, it seeks to manage the project by applying a col- many examples of projects which were relatively successful lection of tools and techniques, without adversely disturbing despite not being completed on time, or being over budget, the routine operation of the company (See, for example, the Thames Barrier, the Fulmar North Sea oil project Kerzner3). The function of project management includes 81.

6 The role of project management in achieving project success : A K Munns and B F Bjeirmi defining the requirement of work, establishing the extent but that role is affected by many other factors outside the of work, allocating the resources required, planning the direct control of the project manager. This would start to execution of the work, monitoring the progress of the work explain why projects can succeed or fail independently of and adjusting deviations from the plan. the project management process. Initially these two definitions may appear to overlap. Both are heavily orientated to the achievement of the project . project management success or failure The important distinction lies in the emphasis of both definitions. The project is concerned with defining and The definition of project management suggests a shorter selecting a task which will be of overall benefit to the com- term and more specific context for success .

7 The outcomes pany. This benefit may be financial, marketing or technical, of project management success are many. They would but this will tend to be of a long-term nature, oriented include the obvious indicators of completion to budget, towards the expected total life span of the completed satisfying the project schedule, adequate quality standards, project . In the case of a construction project the benefits and meeting the project goal. The factors which may cause could be extended over 50-100 years, depending on the the project management to fail to achieve these would anticipated building life. In contrast, project management is include (see, for example, Avotsl): orientated towards planning and control. It is concerned inadequate basis for project ;. with on-time delivery, within-budget expenditures and wrong person as project manager.

8 Appropriate performance standards. This is the context of top management unsupportive;. the short-term life of the project development and delivery. inadequately defined tasks;. Once delivery is achieved the management , as it relates to lack of project management techniques;. planning and control of the development and delivery, will management techniques mis-used;. cease. A new, or different form of management , will then project closedown not planned;. establish the operation and control of the project use from lack of commitment to project . this point on. The focus, therefore, of project management is distinct from that of the project because it is short term, These factors would suggest that successful project man- until delivery of the project for use. In contrast the project agement requires planning with a commitment to complete itself is long term, based on the whole life rather than just the project ; careful appointment of a skilled project manager.

9 The development cycle. spending time to define the project adequately; correctly Having established this distinction between the project planning the activities in the project ; ensuring correct and and project management it is possible to start to distinguish adequate information flows; changing activities to accom- between success and failure of the two. modate frequent changes on dynamic; accommodating employees' personal goals with performance and rewards;. and making a fresh start when mistakes in implementation project success or failure have been identified. The definition of a project has suggested that there is an The narrow definition of tasks in successful project man- orientation towards higher and long-term goals. Important agement provides an indicator of why project management parameters within the goals will be return on investment, success and project success are not directly correlated.

10 A. profitability, competition and market ability. project may still be successful despite the failings of project A range of variables and factors will affect the ability to management because it meets the higher and long-term achieve these goals, which have been identified by various objectives. At the point when the project management is authors. The following list has been derived from the completed the short-term orientation could be one of failure writings of Cash and Fox 4, Baker et '6, Kerzner 3, Wit 2 but the long-term outcome could be a success , because the and KumarT: (a) objectives; (b) project administration; (c) larger set of objectives are satisfied instead of the narrow third parties; (d) relations with client; (e) human parties; (f) subset which constitutes project management . contracting; (g) legal agreements; (h) politics; (i) efficiency; The majority of literature on project management (see, (j) conflicts and (k) profit.)