The causes of project failure

Pinto, Jeffrey K.; Mantel, Samuel J.

doi:10.1109/17.62322

Cited by 469 publications

(336 citation statements)

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“…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%

“…Some researchers investigated the issue in the reverse manner, by studying the causes of project failure. Using this approach, Pinto and Mantel [11] identified three aspects of project performance as benchmarks for measuring the success or failure of a project: the implementation process, the perceived value of the project, and client satisfaction with the result.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Critical Success Factors for Brown-Field Capital and Renewal Projects

Warchol

Amadi-Echendu

2012

The South African Journal of Industrial Engineering

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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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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Critical Success Factors for Brown-Field Capital and Renewal Projects

Warchol

Amadi-Echendu

2012

The South African Journal of Industrial Engineering

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“…As measuring criteria, the fulfillment of a fixed goal, the compliance with budget progress, or achieving an acceptable level of performance were used in past studies. Pinto and Mantel identified three aspects of project performance as benchmarks for measuring the success or failure of a project: the implementation process, the perceived value of the project, and client satisfaction with the final product [20]. Freeman and Beale identified seven main criteria to measure projects success: technical performance, efficiency of execution, managerial and organizational implications (mainly customer satisfaction), personal growth and a manufacturer's ability, business performance, project termination, and technical innovativeness [21].…”

Section: Measurement Of Product Successmentioning

confidence: 99%

Estimating New Product Success with the Use of Intelligent Systems

Relich

Bzdyra

2014

Foundations of Management

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The paper presents identifying success factors in new product development and selecting new product portfolio. The critical success factors are identified on the basis of an enterprise system, including the fields of project management, marketing and customer's comments concerning the previous products. The model of measuring the success of a product includes the indicators such as duration and cost of product development, and net profit from a product. The proposed methodology is based on identification of the relationships between product success and project environment parameters with the use of artificial neural networks and fuzzy neural system that is compared with the results from linear model. The presented method contains the stages of knowledge discovery process such as data selection, data preprocessing, and data mining in the context of an enterprise resource planning system database. The illustrative example enhances a performance comparison of intelligent systems in the context of data preprocessing.Keywords: project management, new product development, knowledge acquisition, data mining, ERP system. IntroductionNew product development (NPD) is one of the most important processes in maintaining a company's competitive position and continuing business success. New products and innovations impact on sales volume, employment, technological process, and economic progress. Contribution of NPD to the growth of the companies, its influence on profit performance, and its role as a key factor in business planning has been widely considered [e.g. 1-3]. Nevertheless, it is still reported that the success rate of product development projects is unsatisfactory, with more cost and time than expected having been consumed to achieve the project goals.The main reasons why most companies have failed in the development of new products derive from extrinsic and intrinsic problems. Extrinsic problems include flops in the market, changes in regulations or simply competition develops product first [4]. Intrinsic problems concern the limited resource constraints (e.g. temporal, financial, and human) and result in the difficulties to meet the project goals, including product innovativeness. Unsatisfactory success rate of product development projects can also be considered from the perspective of inherent feature of NPD, that is, it is a relatively risky activity [5], as market competition and product technology advancement are often intense [6].Although the success of a new product depends on the environmental uncertainties that are beyond a firm's control, companies should take into account both external and internal indices that can impact on the product success. Internal indices can be acquired from company's databases, including Enterprise Resource Planning (ERP) system, project management software, customer relationship management system, etc.The proper choice of critical success factors and metrics can improve the accuracy of new product evaluation, determine an optimal set of new products for development, m...

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“…O comitê de alto nível é responsável por garantir os recursos necessários e a autoridade para suprir os projetos em andamento. Ao se relacionar o apoio da alta administração com: o acompanhamento adequado, a demonstração de compromisso com a gestão de projetos, a criação de um ambiente para projetos de sucesso, o encontro da associação positiva entre o suporte da alta administração e o sucesso do projeto, a percepção de gaps entre o que a alta administração deveria fazer e o que realmente faz, observa-se uma perspectiva dicotômica entre a retórica e a realidade (PINTO; PRESCOTT, 1988;MANTEL JR, 1990;IRELAND, 2002).…”

Section: Contexto E Relevância Da Pesquisaunclassified

Os papéis dos executivos em empresas orientadas a projetos

Coutinho¹

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ii iii AGRADECIMENTOS Aos meus pais, pelo amor e por acreditarem sempre na minha capacidade. Ensinaramme a seguir em busca dos projetos de vida e persistir naquilo que poderia ser um desafio demasiado longo. Além de transmitirem os valores de ética e respeito a todos. Ao meu marido Orlando e ao meu filho Pedro, pelo companheirismo e carinho que me incentivaram nesta tese. Ao Prof. Amaru, orientador presente, por aceitar e compreender minhas dúvidas, por estar disponível e acompanhar o desenvolvimento e amadurecimento desta tese. E principalmente pela participação em meu crescimento acadêmico. Valeu a espera. Ao meu irmão Oscar pela presença nas dúvidas e angústias do processo de escrever a tese. Às minhas irmãs Maria Cristina e Maria Tereza sempre companheiras na vida e à comadre Lígia pelo incentivo e compreensão nos momentos em que precisei de ajuda. Pierre, amigo de toda a vida. Deixou-nos saudades e muitas lembranças. Aos colegas do curso de pós-graduação em administração, por uma convivência tão positiva e incentivadora. Quero registrar meus agradecimentos a Mari Gonçalves, Márcia e a equipe de bibliotecárias: Raquel, Cristina, Irene e Margarida. Ao Francisco e à Cida da FEA-5, pela paciência e simpatia. À equipe do PPGA: Eloisa Alessio, Daniela, Fabiana e Cintia, pelo apoio frente às questões burocráticas do curso e pela acolhida carinhosa. Quero reforçar minha gratidão aos respondentes do survey por atenderem às minhas solicitações e participarem da pesquisa, contribuindo para os resultados obtidos. À CAPES, pela bolsa de estudos que me possibilitou a dedicação exclusiva à elaboração da tese. Deixando para trás os nomes que vão mudando.Terras que eu abandono porque é de rio estar passando.Vou com passo de rio, que é de barco navegando.Deixando para trás as fazendas que vão ficando.Vendo-as, enquanto vou, parece que estão desfilando.Vou andando lado a lado de gente que vai retirando; vou levando comigo os rios que vou encontrando." RESUMOOs projetos são implantados cada vez mais nas organizações, seja para melhorias de produtos, processos e serviços, seja como fonte de receitas. Esta tese tem o objetivo principal de identificar os papéis do executivo em empresa cuja alocação e captação de recursos está no desenvolvimento e comercialização de projetos, as denominadas empresas orientadas a projetos. Esse modelo de negócios apresenta particularidades quanto a estrutura, estratégia e gerenciamento dos projetos. Gerenciar as empresas cujo modelo de negócio é a produção de projetos faz com que o gestor desempenhe papéis direcionados à condução, controle e entrega de valor aos clientes. Aos executivos cabem as tarefas de gerenciar pessoas, buscar informações de dentro e de fora da empresa e tomar decisões quanto aos projetos a serem executados e recursos disponíveis. Esta tese baseia-se nos estudos sobre a natureza do trabalho do executivo de Mintzberg, publicado em 1973 e revisado em 2010, com a análise das atividades gerenciais observadas em papéis interpessoais, informacionais, decisionais e competências geren...

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The causes of project failure

Cited by 469 publications

References 11 publications

Critical Success Factors for Brown-Field Capital and Renewal Projects

Critical Success Factors for Brown-Field Capital and Renewal Projects

Estimating New Product Success with the Use of Intelligent Systems

Os papéis dos executivos em empresas orientadas a projetos

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