The aim of this course paper is to reveal some main characteristics of project organizing. In addition this course paper should elaborate the increasing importance of project organization in the popularity. It will show the main advantages and drawbacks with project-oriented organizational structures.
Table of Contents
1 Introduction
1.1 The aim of the course paper
2 The definition of a project
3 Project Organization
3.1 Project-oriented organizational structures
3.2 Pure project organization
3.2 Project management gain on signification
4 The factor of success
4.1 The different definitions of project success
4.2 Major differences and main conclusions of project success
4.3 How to control and measure a project success
5 Why fail almost 90 percent of all projects?
6 Conclusion
Objectives and Themes
This paper examines the essential components of project management, focusing on organizational structures, the definition of success, and the underlying reasons for the high failure rates observed in modern projects.
- Analysis of various project organization models, including line, matrix, and pure project structures.
- Investigation into the evolving definition of project success beyond the traditional "iron triangle" of time, cost, and quality.
- Discussion on the strategic importance of project management in competitive markets.
- Identification of primary failure factors such as poor communication, unclear roles, and resource availability issues.
Excerpt from the Book
3.2 Pure project organization
At the other end of the organization spectrum is pure project organization. Special is, that the project is estranged from the rest of the parent system. It becomes a self-contained unit with its own technical staff, its own administration. (Meredith J. , 1995, p. 155)
At the highest level in the organization you can find staff posts – senior manager, directors, administrative staff, etc. On the next level down is a series of project managers who have manage over one or more projects at the same time. The creation of project team depends on the stage in the life-cycle of the project. At the planning stage there will be architects, structural engineers, quantity surveyors and different other specialties. These will be replaced by a range of contractors who are brought in to carry specific tasks as the project moves through the operational phase.
Summary of Chapters
1 Introduction: Provides an overview of the increasing importance of project management in a globalized economy and defines the paper's scope.
2 The definition of a project: Explores the conceptual definition of a project as a temporary, unique endeavor and its significance for modern organizations.
3 Project Organization: Evaluates different structural frameworks for project execution and the strategic need for specialized organization forms.
4 The factor of success: Critically discusses various academic definitions of project success and performance indicators beyond traditional constraints.
5 Why fail almost 90 percent of all projects?: Identifies and analyzes the six primary root causes responsible for the high failure rates in contemporary project management.
6 Conclusion: Summarizes key findings and emphasizes the necessity for a shift in organizational thinking to ensure long-term project viability.
Keywords
Project Management, Project Organization, Project Success, Iron Triangle, Stakeholder Management, Resource Planning, Organizational Structure, Matrix Organization, Pure Project Organization, Project Failure, Strategic Management, Communication, Risk Management, Efficiency, Effectiveness
Frequently Asked Questions
What is the primary focus of this paper?
This paper focuses on the fundamental concepts of project management, specifically analyzing organizational structures, success factors, and the common causes of project failure in modern business environments.
What are the central themes discussed in this work?
The central themes include the evolution of project definition, the comparison of organizational structures (line, matrix, and pure), the multi-dimensional nature of project success, and the critical failure factors identified in IT and electrical industries.
What is the main objective of this course paper?
The primary goal is to reveal the characteristics of project organizing, highlight the importance of choosing the right structure, and discuss why a significant percentage of projects fail despite improved management methods.
Which scientific methods are utilized in the paper?
The paper utilizes a literature-based research approach, synthesizing theories and findings from prominent management scholars like Cooke-Davies, Müller, and Söderlund to compare various project management models and success criteria.
What topics are covered in the main body?
The main body covers definitions of projects, structural approaches to organization, the shifting perspectives of project success (from the "iron triangle" to stakeholder-focused approaches), and an analytical look at why nearly 90 percent of projects fail.
Which keywords best characterize this work?
Key terms include Project Management, Project Organization, Project Success, Iron Triangle, Stakeholder Management, Organizational Structure, and Project Failure.
How does the author define the "iron triangle"?
The iron triangle represents the three traditional performance variables of project management: time, cost, and quality, which have historically been the primary benchmarks for measuring project success.
What is the significance of distinguishing between "project success" and "project management success"?
The author highlights that project management success is often measured by the iron triangle, whereas project success is a broader, holistic concept that includes the achievement of overall stakeholder objectives and long-term business value.
What does the author suggest to reduce project failure?
The author suggests that companies must improve communication, refine planning processes, ensure better resource availability, clarify role distributions, and avoid overly optimistic planning, while ensuring the organization is structured flexibly enough to handle complex tasks.
- Arbeit zitieren
- Inga Martin (Autor:in), 2013, Characteristics of Project Management and the Factor of Success, München, GRIN Verlag, https://www.grin.com/document/359318
