Project Success: A Multidimensional Strategic Concept

Shenhar, Aaron J.; Dvir, Dov; Levy, Ofer; Maltz, Alan C.

doi:10.1016/s0024-6301(01)00097-8

Cited by 871 publications

(766 citation statements)

References 19 publications

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“…Each project or a set of closely related projects has its own contextual circumstances that have a significant impact upon the project's success. In addition, the literature contains many success criteria groups such as the project efficiency criteria group (Shenhar et al 2001). However, these groups of criteria do not impact equally on the overall project success and upon each other.…”

Section: The Four-level Project Success Frameworkmentioning

confidence: 99%

“…Even though they consider these as four distinct dimensions, direct success and preparing for the future are business dimensions with a timeframe difference; short term and long term, respectively. Later, these four dimensions (containing 13 measures) formed a project success multidimensional strategic framework (Shenhar et al 2001). Assessing the F-20 project according to this framework shows that the project failed at the business dimension when it could not attract sales.…”

Section: Introductionmentioning

confidence: 99%

“…In addition, the definition of success is sensitive to the time of assessment. Different perceptions, criteria and factors of success are required at different stages of the project lifecycle (Shenhar et al 2001;McLeod et al 2012). For example, during the planning phase a success criterion might be addressing the needs of the right group of beneficiaries while after the completion of the project this changes to having the planned impact on the beneficiaries (Do Ba & Tun Lin 2008).…”

Section: Introductionmentioning

confidence: 99%

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The four-level project success framework: application and assessment

Howsawi

Eager

Bagia

et al. 2014

Organisational Project Management

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Success is one of the ultimate goals of any project endeavour. Thus, clarifying the meaning of success is a vital step in achieving the desired success. In this study, the authors reviewed the project success literature and provided a framework for defining and evaluating project success. The framework consists of four levels that contain the possible criteria for assessing and evaluating success. The authors demonstrate the framework by case application. Further, experts in the field of project management conducted an external evaluation of the framework to assess its merits.

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Section: The Four-level Project Success Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The four-level project success framework: application and assessment

Howsawi

Eager

Bagia

et al. 2014

Organisational Project Management

View full text Add to dashboard Cite

show abstract

“…Thus, defining and assessing project success is a strategic management imperative (Shenhar et al [14]). Cost, time, and quality are measures that have become inextricably linked over the last 50 years with project success.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Project success and failure were first introduced by Rubin and Seeling [13], with Shenhar et al [14], Pinto and Mantel [11] reiterating that project success was contingent upon the specific project characteristics. Shultz, Slevin and Pinto [15] were among the first to classify the critical factors.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Critical Success Factors for Brown-Field Capital and Renewal Projects

Warchol

Amadi-Echendu

Engineering Asset Management

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Manufacturing companies operate in a business environment where incremental growth may be achieved through expansion and renewal of existing plant and facilities. Effective management of the critical success factors of such capital development projects may also provide competitive advantage. These projects tend to be of a brown-field nature, characterised by a significant level of risk arising from the interaction between the project implementation and concurrent operation of the existing physical asset base. So it is vital to understand the factors that influence the success of capital expansion and renewal projects in the brown-field context. Although each project has unique features, there are critical success factors that can be customised for successful outcomes in the brown-field environment. This study identifies five critical success factors applicable to brown-field capital expansion and renewal projects. Managerial focus on the critical factors, and the prospects for successful brown-field projects, are discussed in the paper. OPSOMMINGVervaardigers funksioneer in 'n sakeomgewing waar voortgesette groei bereik word via uitbreiding en hernuwing van bestaande fasiliteite. Die doeltreffende bestuur van kritiese suksesfaktore van sodanige kapitaalprojekte bied geleentheid vir mededingende voordeel. Projekte van hierdie aard neig om geklassifiseer te word as van herontwikkelingsaard, met betekenisvolle gepaardgaande risiko wat voortspruit uit die interaksie tussen projekimplementering en gelyktydige bedryf van bestaande fisiese bates. Derhalwe is dit belangrik om in die konteks van herontwikkeling aandag te gee aan die kritiese faktore wat 'n rol speel in die bereiking van sukses. Die navorsing identifiseer vyf kritiese suksesfaktore van belang vir uitbreidings-en vernuwingsprojekte.

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2012

Case Study Research in Software Engineering

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Project Success: A Multidimensional Strategic Concept

Cited by 871 publications

References 19 publications

The four-level project success framework: application and assessment

The four-level project success framework: application and assessment

Critical Success Factors for Brown-Field Capital and Renewal Projects

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