International Research Journal of Engineering and Technology (IRJET)
e-ISSN: 2395-0056
Volume: 09 Issue: 05 | May 2022
p-ISSN: 2395-0072
www.irjet.net
The Impact of Project Management Practices on Project Success Syed Bilal Hussain1, Mohammed Khaja Mouzam Uddin2, Saif Mohammed Sayeed Uddin3 Mir Firasath Ali4 Students, Department of Civil Engineering Professor of Civil Engineering ISL Engineering College, Hyderabad, Telangana ---------------------------------------------------------------------***--------------------------------------------------------------------1, 2, 3 UG
4 Asst
Abstract - While project success is the most frequently
mentioned aspect of project management, little is known about the relationship between project management success and project success. Despite the abundance of available project management books and training, project management approaches consistently fail to produce project success. As a result, it is necessary to decipher the function of properly applied project management approaches in determining the success of a project. This article discusses the present state of project management approaches and their impact on the factors that contribute to project success. While projects have been handled since the dawn of time, a thorough assessment of the literature demonstrates that the theoretical underpinnings of project management approaches are not yet agreed upon. The success of a project is contingent upon the success of the project management team and the success of the end product. This encapsulates the micro and macro perspectives on project success, at the intersection of which polarised reactions occur. The success of a project is impacted by a variety of circumstances that are beyond the control of project management. This study analyses data from project practitioners located in 10 different countries. According to the collected data, the majority of successful projects incorporate but do not fully exploit modern project management tools and approaches. The impact of project management tools and techniques on project success is contingent upon practitioners' training, implementation timeliness, and level of implementation, whereas the human component is critical to project success. This research suggests that project management success is one of two critical components of project success, positively affecting project success. Key Words: Project management, project success, tools and techniques, success factors and criteria
1. INTRODUCTION The construction industry is dynamic in nature due to the increasing clients' expectations, technology improvement, time and budget constrains as well as process development (Chan et al., 2004). From start to completion, construction projects undergo a number of phases characterised by many tasks aimed at identifying, planning, designing, and constructing the proposed facility (Thabet, 1999). Project closeout is one of the most important project phases. It is the © 2022, IRJET
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formal completion of all contracts related to the project. Closeout takes place after all obligations have been fulfilled and the required documents have been executed. It is the most difficult time for the project manager throughout the project life cycle. As the end of the project approaches, the project manager faces a completely new set of challenges in order to bring the project to a successful conclusion. To some extent, the corner stones of project success achieve general agreement, whereas others have massive disagreements. Apparently, scholars, researchers and practitioners fail to agree on the influence of project management on project success and a lot of ground is yet to be explored.The project could be completed on time, within budget and according the quality level required but it is not successful (Sanvido, 1988). This could be attributed to a number of reasons, amongst them the client dissatisfaction with the final product and unprofessional closeout of the project where the project team fails to learn from the accumulated wealth of experience from completed project (Phiri and Haddon, 2000). In order to overcome the challenges of the closeout phase, this paper aims to deliver successful construction projects through enabling project managers achieve successful project closeout. Defining project success poses another challenge in understanding project management and consequently assessing its performance. It is generally accepted, however, that the success or otherwise of a project can be defined through the convergence of the ability of the process to meet the technical goals of the project while not deviating from the three constraints of scope, time, and cost; the usefulness of the project as perceived by beneficiaries and sponsors as well as the project team; and the performance of the project. By such a definition, project success or failure can only be effectively measured at the completion of the project. This is concurred with the study by definition of project success which measures success or failure by the elements of the project log-frame, and thus, the effective utilization of the project output. Projects generally fail as a result of poor planning, constant changes in the scope, and consequently, deadline and budget, as well as the lack of monitoring and control. Five maxims of measuring project satisfaction regardless of project scope, size, or duration which are delivering the product that the customer desires or needs; delivering quality consistent with price; delivering the project within the timeframe stipulated by the customer;
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