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Untitled Prezi

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by

Paii Rodríguez

on 30 September 2014

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Transcript of Untitled Prezi

From Critical Succes Factors
to
Critical Success Processes

Felipe Pereira
Felipe Vergara
Waldo Coloma
Valentina Lobos
Paulina Rodríguez

Critical success factors (CSF)
Internal and external conditions
Generate impact
Determine success
Specific

Critical success processes (CSP)
Greater impact than other planning processes
Assure success

Studies of projects failure and projects success
CFS are well-known and too general
Impact of 16 specific planning processes

Literature review
Critical success factors

Daniel (1961) CSF
Shenhar (2002) three levels:



Rubin and Seeling (1967):


Avots (1969) project failure:


Pinto and Slevin (1987):
CEO concept
(1) Product success
(2) The business unit
(3) The project management
Experiences of project managers has a significant impact
Unplanned project termination
Non-supportive top managemente
Top management support, project planning and customer involvement
Project planning
Second phase of a project (PMI 2004)
Project manager is responsable


Satisfaction stakeholders
Main models for project planning
Meredith and Mantel (2003)
Russel and Taylor (2003)
The project management body of knowledge PMBOK (PMI 2004)
The end results
Research configuration
Frequencies of CSF in project management literature
The project management planning quality (PMPQ) model
(Zwikael and Globerson 2004)
Asses the quality of project planning

16 major planning processes

Work Breakdown Structure (WBS) chart
16 products
From CSF to CSP
Appendix: Project Panning Assesment Questionnaire
PMPQ model is realiable and valid
Research hypotheses
H1: CSP
H2: Actual use of CSP
Data collection
Questionnaires
282 project managers completed the questionnaire
1: Low extent of use; 5: High extent of use
Average cost overrun 25%
Saving of 20% Spending 400%
Schedule overrun 32%
Ahead of time of 5% Schedule overrun 300%

Results and analysis: CSP processes
Planning processes as independent variables
Measures of success as dependent
Evaluation of each process

Actual extent of use of planning processes
Every project manager answer about which planning processes were performed in their projects
Conclusions
Mandatory processes
Lack of formal templates
Comparing the actual extent of use and the critical of the processes
Differences among industries
"Project plan development" All industries

Two "Time" processes All industries, except for
"Activity definition" and the service industry
"Schedule development"

"Quality planning" and Service sector
"Communications planning"

"Cost planning" and Engineering industry
"Scope definition"

"Resource planning" Software development
organization

Activity Definition

Schedule Development

Project Plan Development

Resource Planning

Risk Planning

Testing Hypotheses 1

Table 4. Conclusions :
Introduction
Literature review
Proyect planning
Research configuration
From CSF to CSP
Proyect management planning quality
Data collection
Results and analysis
Differences among industries
Conclusion

Topics
Introduction
Different impact

Division of time

More time to resource planning

Shortly quality planning and communication

Conclusion
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Full transcript