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The Concept of Success in Project Managment

The Evaluation of IT Project at Garipoglu Group
by

Emil Hajiyev

on 13 May 2012

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Transcript of The Concept of Success in Project Managment

Agenda 2.Methodology 3.Literature Findings Bremen Istanbul (cc) photo by Metro Centric on Flickr (cc) photo by Franco Folini on Flickr (cc) photo by jimmyharris on Flickr Vienna (cc) photo by Metro Centric on Flickr 1. Introduction
2. Methodology
3. Literature Findings
4. Case study
5. Conclusion “Operations keep the lights on, strategy provides a light at the end of the tunnel, but project management is the train engine that makes sure the organization runs forward”
- Joy Gumz “The single best payoff in terms of project success comes from having good project definition early”
- RAND Corporation “Whilst you can practice good project management without EVM, you cannot practice EVM effectively without good project management”
- Steve Crowther
“A badly planned project will take three times longer than expected; a well-planned project only twice as long as expected”
- Anonymous
- The OASIG study
- The CHAOS report - The KPMG Canada Survey - The Conference Board Survey 1.Introduction Types of research: Descriptive vs. Analytical
Applied vs. Fundamental
Quantitative vs. Qualitative
Conceptual vs. Empirical Accesses and uses accumulated theories, knowledge, methods, and techniques, for a specific purpose;
Often several disciplines collaborate for solving the problem;
Often studies individual cases without the objective to generalize;
Tries to say how things can be changed
Reports in common language. Research methodology is a strategy of creating new knowledge MBA Graduation 2011 Deductive
Approach Data analysis Quality of the research Master Thesis Presentation By: Emil Hajiyev The Concept of success in Project Management Case study: The evaluation of IT project at Garipoglu Group Supervisor: Prof. Dr. Felix Bernhard Herle Hypothesis Observation Purpose Conclusion Theory Purpose Satisfied Literature review Findings Case study Confirmation Data source Books
Articles / Journals Mono method Multiple method Multi - method Mixed - method Qualitative
analysis Quantitative
analysis Mixed - method
analysis Mixed - model
analysis Validity
Construct
Internal
Exrernal Reliability Internet / VPN Interview Questionnaire October, 2011 Thank you for your attention! Reader: Prof. Dr. Ulrich Rohr Time Cost Quality A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost, schedule and quality.
Buchanan and Boddy (1992) Initiation Planning Execution Closure Project Life Cycle Project Management Activities Group Success Project management success Project success Factors Criteria Success Project definition
Risk projection
Management
Scheduling
Cost estimation
Software development
Requirements
Customer/user involvement Cross-cultural impacts Evaluation of: Project team Project manager Project Critical Success Factors Akdeniz Kimya
impact modifier Erciyes Kalsit
calcium carbonate Yea Jwu
PVC Grayder
tools Kawasaki
technology,
spare parts
Microns
ultramarine DC 1 DC 2 DC 3 DC 4 DC 5 DC "n" Avpil
Plastic Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Retailer Time Cost Scope Unclear project definiton weakens data collection procedure;
confuses data analysis;
complicates requirements description. Suggestions: documentation;
double check of perceived information;
criteria definiton. Questions? Thesis Presentation
by Emil Hajiyev Thank You! Risk management Evaluation approach Management approach Current Project Known risk
factors New risk
factors Future Projects Previous Projects Risk Management Chain References Applied Research Management Top Management Project Manager Top Management authority;
project scope setting;
support;
organizational
environtment;
proper team building


Project team Project Manager Top Manager must be a bridge in communication plan Communication plan;
Workload distribution;
Leadership;
Interim result analysis;
Realistic estimation. drives the setting of deadlines for delivery of projects and hence peoples' assessments of manager's reliability;
determine the pricing of contracts and hence their profitability. Scheduling Cost Estimation Customer's
description Project leader's understanding Analyst's
design Programmer's
code Sales'
presentation Project
documentatiton Real life
application Cost
requested Support
provided What the customer really needed Requirements Avoid wrong interpretations
Be objective
Conduct a research
Check the received information
Software development Unique factor characterized for IT projects;
Requires delicate team member selection;
Various skills;
Essential for technical achievements. Motivates the progress
Helps to define requirements
Eliminates occured problems timely The project 1 2 3 Quality Quality Quality Time Time Time Cost Cost Cost Measures the viability of the project
Builds real expectation in terms of budget to spend
Degreases changes in the project plan Cultural dimensions of Hofstede Power distance
Uncertainty avoidance
Macsulinity
Individualism 1995 2001 1997 7 out 10 IT projects fail in some respect
31.1% of projects will be canceled before they ever get completed
52.7% of projects will cost over 189% of their original estimates 61% of the projects that were analyzed were deemed to have failed
More than 3/4 blew their schedules by 30% or more
More than 50% exceeded their budgets by a substantial margin 34 % of examined project were very satisfactory
58 % were somewhat satisfactory
8 % stakeholders were unhappy with what they got
40 % of the projects failed to achieve their business case within one year of going live
The companies that did achieve benefits said that achievement took six months longer than expected.
Implementation costs were found to average 25 % over budget,
Supports costs were underestimated for the year following implementation by an average of 20 %. IT project implemented to improve the efficiency of supply chain management at AVPIL PLASTIC Evaluation Formative Summative Implementation Progress Early stages Later stages Time Project team evaluation Individual interviews
Group interview
Evaluation report Project Management Performance Is measured against the elements of the iron triangle
Is influenced by management control, user contribution and team performance
Suggestion: to use fuzzification to examine overruns Meeting schedule
Within budget
Other resource constraints met Meeting functional performance
Meeting technical specifications
Favorable impact on customer
Solving a customer’s problem
Customer is using product Immediate business and/or commercial success
Immediate revenue and profits enhanced
Larger market share generated Create new opportunities for future
Position customer competitively
Create new market
Assist in developing new technology
Add capabilities and competencies Time dependent success dimensions Success dimensions of Cooper & Kleinscmidt (1987) Shenhar, et al. (1999; 2001) 4. Case study Evaluation of IT project at Avpil Plastic/Garipoglu Group 3 questionnaires
7 interviews
Initial sources
Data analysis
Interview results: 1. Hayrettin Akartuna 11/08/2011

2. Yalchin Erdogan 15/08/2011

3. Tanju Sertel 19/08/2011

4. Temir Mustafin 22/08/2011
5. Ayshe Kaya 22/08/2011

6. Arda Aslan 23/08/2011

7. Arda Yilmaz 29/08/2011

Critical success factors There has not been a single definition for the project. Though stakeholders knew the purpose.
Cultural Differences Top management was supportive in term of providing authority; Milestones were set not sufficiently good, hence affected time overrun; Education level and facility posession level influenced software development progress; Users were not willing to be involved very often; Cultural differences influenced the progress. Azerbaijan Latvia Ukraine Survey results: Ukrainian and Latvian stakeholders are happy with the project results;
DC in Azerbaijan is not satisfied YET; Lack of communication at some certain points;
Stakeholders feel okay with the budget overun; Uneffective project team training;
Bad instruction of the project product users Time difference Influenced communication;
Affected software development and syncronization;
Slowed down the progress follow-up; Project team evaluation The project team was not trained;
Neither individual discussions, nor a group meeting was conducted by the project manager;
Thus prior evalution was not conducted.
Cultural differences, such as perceptions, and language barrier influenced the communication between groups;
Error II were discovered in team's work Nonetheless stakeholders are satisfied with project team's end results Project manager's performance Time Time Quality Quality Cost Cost Is measured agains the Iron Triangle Pre-determined Actual Risk estimation was weak at some points; Communication plan did not consider some cultural differences and their impact;
Purchasing was not economic;
Functional satisfaction was not achieved.
Thus, the project management achieved success only in the high stakeholders level. Overall Project Evaluation Time and money spent for the execution;
Efficiency of work distribution;
Use of the resources;
Purchasing.
Satisfaction of customers/users. Characteristics Dimensions Shenhar, et al. (1997; 2001) Project efficiency Impact on customer Impact on business Building for future Comparison of actual deliverables against the expected profits and results. New opportunities. Cooper & Kleinschmidt (1987) Dimensions Characteristics Financial performance Building for future Impact on market Relative sales and profits right after the completion;
Payback time.
Growth in domestic market;
Growth in foreign market. New opportunities. 5. Conclusion
of the study 4.However, in genereal the performance of the project manager is evaluated as lower than high; 1.The project team was not trained; 2.However, the team performed well, and higher stakeholders are satisfied; 3.The project was completed in time with unjistified budget overrun, which is acceptable by higher stakeholders; 5.Overall, the project is evaluated as successfull in macro point of view, as it delivered all the requirements in time and solved the problem. Language Barrier Difference
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Sophisticated coding procedures;
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