The role of project management in achieving project success

Munns, A.K.; Bjeirmi, Bassam Farid

doi:10.1016/0263-7863(95)00057-7

Cited by 632 publications

(438 citation statements)

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“…As a result, effective project management processes are now widely adopted as a means for collaboration to develop new products, improve existing performances and as a strategic approach to business management (Munns & Bjeirmi, 1996;Winter et al, 2006).…”

Section: Network and Collaboration From A Project Perspectivementioning

confidence: 99%

“…For instance, Ballard and Howell (2003), argue that a project must be supplied with materials, information and resources for the production system to design and produce a product. Projects may fail due to various reasons, including lack of commitment and support, the wrong person as project manager, internal conflict between project members, lack of technique, inadequate resources and unrealistic goals (Avots, 1969;Munns & Bjeirmi, 1996). Similarly, Atkinson, Crawford, and Ward (2006) also discuss the issue of uncertainty in terms of project parties and team members regarding project estimates and uncertainties in the project life cycle.…”

Section: Network and Collaboration From A Project Perspectivementioning

confidence: 99%

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Networking and collaboration between tourism and agriculture: food tourism experiences along the National Tourist Routes of Norway

Mei

Lerfald

Bråtå

2016

Scandinavian Journal of Hospitality and Tourism

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Food and culinary routes have been embraced by many destinations (Hjalager & Corigliano, 2000). However, these routes often include narrow geographical areas. The purpose of this study was to identify the challenges and possibilities of networking and collaboration in a food tourism project in a larger geographic area, specifically the Taste of National Tourist Routes (TNTR) in Norway. Although contacts among business operators and participants have been established, different priorities and dissatisfaction among participants suggest that building relationships and sharing knowledge as part of networking and collaboration is difficult. A lack of willingness, involvement and trust are critical factors that affect the success of a well-intentioned network-based food tourism project. Additionally, internal conflicts between government ministries and agencies may also impede the success of a project of this scale. Nevertheless, the outcomes are not solely negative, as the establishment of initial contacts may eventually lead to formal collaborative opportunities and food tourism developments in the future.

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Section: Network and Collaboration From A Project Perspectivementioning

confidence: 99%

Section: Network and Collaboration From A Project Perspectivementioning

confidence: 99%

Networking and collaboration between tourism and agriculture: food tourism experiences along the National Tourist Routes of Norway

Mei

Lerfald

Bråtå

2016

Scandinavian Journal of Hospitality and Tourism

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“…Today, projects are less viewed as isolated endeavours aimed at short-term goals and more as long-term strategic interventions to achieve a business purpose and enhance the economic, social and environmental welfare of the various project stakeholders (Lim and Mohamed, 1999;Turner, 2002;Wateridge, 1998). Munns and Bjeirmi (1996) make the distinction between project management success and project success. Project management success is the traditional view with a focus on the successful accomplishment of cost, time and quality objectives and the quality of the project processes or work.…”

Section: Project Success Criteriamentioning

confidence: 99%

Value creation using the mission breakdown structure

Andersen

2014

International Journal of Project Management

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The modern concept of project success includes the project contributing to the value creation of its base organization. We need tools to discuss what the project itself and the base organization should do to enhance this value creation. The Mission Breakdown Structure tool helps a company set up a project with a clearly defined mission and secures an effective interplay between the base organization and its project. This article presents the tool in principle and use an illustrative real-life case. The case looks like an IT project at the outset, but when using the Mission Breakdown Structure tool, we recognise that it is much more than that and that different stakeholders need to be involved to secure a successful project. Advice on how to use the Mission Breakdown Structure tool is also provided.

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“…Além da evidente intersecção com o tema gerenciamento de projetos de TI, podemos enxergar ainda intersecções com os temas gestão do portfólio de TI, estrutura organizacional de TI e governança de TI. No tema gerenciamento de projetos, trabalhos sobre o sucesso em gerenciamento de projetos (DELONE; MCLEAN, 1992;MUNNS;BJEIRNI, 1996;BACCARINI, 1999;COOKE-DAVIES, 2002;JUGDEV;MÜLLER, 2005) são relevantes para o estudo de EP-TI, visto que um dos objetivos frequentemente buscado, quando se cria um EP, é aperfeiçoar o gerenciamento de projetos e reduzir o número de projetos problemáticos. Em especial, são relevantes estudos que pretendem avaliar o impacto do uso de processos padronizados e formais sobre o sucesso no gerenciamento dos projetos (JIANG; KLEIN;PICK, 2003;MILOSEVIC;PATANAKUL, 2005), uma vez que EP atuam no desenvolvimento de metodologias de gerenciamento de projetos.…”

Section: Uma Perspectiva Sobre Escritórios De Projetosunclassified

Um modelo conceitual da decisão de criação de escritório de projetos na área de TI

Spelta

Albertin

2010

RAM, Rev. Adm. Mackenzie

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Escritórios de projetos (EP) são entidades organizacionais às quais são atribuídas diversas responsabilidades relacionadas ao gerenciamento de projetos da organização. Em virtude da aceleração dos investimentos em tecnologia de informação (TI) e do aumento da importância estratégica desses investimentos, a criação dessas entidades começou a se intensificar na década de 1990. Muito embora grandes empresas tenham criado um EP na área de TI (EP-TI), outras optaram por não fazer isso. Este artigo apresenta um modelo conceitual dos direcionadores da decisão de criação de EP-TI, sugerindo que essa decisão depende da satisfação com a entrega dos projetos de TI, da satisfação com o controle do portfólio de projetos de TI, da importância estratégica do portfólio de projetos de TI e da opinião da direção da empresa sobre EP. O modelo foi desenvolvido indutivamente com base na literatura e em quatro estudos de casos. Esta pesquisa contribui para o desenvolvimento da teoria contextual de gerenciamento de projetos por meio do aumento da compreensão das situações em que a criação de EP-TI faz sentido e das situações em que não faz. Para a prática, o modelo conceitual pode ser uma ferramenta muito útil para executivos que estão considerando se devem ou não criar um EP-TI em suas empresas, ajudando-os a tomar decisões mais eficazes.

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The role of project management in achieving project success

Cited by 632 publications

References 4 publications

Networking and collaboration between tourism and agriculture: food tourism experiences along the National Tourist Routes of Norway

Networking and collaboration between tourism and agriculture: food tourism experiences along the National Tourist Routes of Norway

Value creation using the mission breakdown structure

Um modelo conceitual da decisão de criação de escritório de projetos na área de TI

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