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Critical success factors should not be confused with success criteria. The
latter are outcomes of a project or achievements of an organization
necessary to consider the project a success or the organization successful.
Success criteria are defined with the objectives and may be quantified by
key performance indicators (KPIs).
There are many tools to help to implement The keys Success Factor like
Canvas that will help to achieve a Business model or just a goal.
Main success keys.
Contents
Concept history
Relation to Key Success Area and Key Success Factors
Key Result Area (KRAs)
Key Success Factors (KSFs)
Steps to achieve the Key Success Factors
Skills
Communication
Planning
Team Work
Process
See also
Further reading
References
Concept history
The concept of "success factors" was developed by D. Ronald Daniel of McKinsey & Company in 1961.[3] The process
was refined into critical success factors by John F. Rockart between 1979[4] and 1981.[5] In 1995, James A. Johnson
and Michael Friesen applied it to many sector settings, including healthcare.[6]
that need to be followed step by step to guarantee a better service for the clients or partners.
The Key Result Area is a specific role which each department need to follow to deliver the goods or services in perfect
condition to the final customer or to another department which will have different KSFs.
Dominant strategy
Plan
Clear definition of the project chart, goals, roles, and impacts Clarity (transparency)
Access to financial resources Efficacy
Set norms of quality Efficacy
Realistic calendar of tasks and activities Efficacy
Balanced budget Efficacy
Processes
Formal work methodology Efficiency
Solid infrastructures Efficiency
People
Team work Collaboration
Competencies Competencies (Trust)
Commitment Commitment
Power
Experienced managers Control and transparency
Sense of fairness Fairness
Contingency strategy
Risk and vulnerability assessments Efficacy and efficiency
Skills
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The leader needs to be trained and prepared to put the company in the line of success. Some of the skills that can be
learned are financial management, marketing sales, and customer service, communication and negotiation, project
management and planning, leadership, problem-solving and, lastly, but one of the most important skills, networking.
Communication
The company needs to put together all the staffs, all of the giving opinions about what could be better to achieve their
goal. The company needs to pay attention in two parts of the communication process: the Initial Launch
Communications, which will set the plan to be achieved and the Ongoing Communications, which will be the part
where the KSF progress (Contact us is a way to know if the KSF is working well).
Planning
To use the CSFs everything needs to be planned, how employees will do it and why. Tools can be used to make
planning work faster and easier. A strategy for each department can be planned separately.
Team Work
A good teamwork is the key to success, when all the staff collaborate more ideas and opinions can be discussed to find
the best way to achieve success.
Process
A business process or business method is a collection of related, structured activities or tasks by people or equipment
which in a specific sequence produce a service or product (serves a particular business goal) for a particular customer
or customers. Business processes occur at all organizational levels and may or may not be visible to the customers. A
business process may often be visualized (modeled) as a flowchart of a sequence of activities with interleaving decision
points or as a process matrix of a sequence of activities with relevance rules based on data in the process. The benefits
of using business processes include improved customer satisfaction and improved agility for reacting to rapid market
change.
See also
Business model
Customer relationship management
Canvas
Further reading
David Parmenter, Key Performance Indicators. John Wiley & Sons 2007, ISBN 0-470-09588-1.
Klaus G. Grunert and Charlotte Ellegaard. The Concept of Key Success Factors: Theory and Method, 1992, ISSN
0907-2101.
Michael Amberg. Background of Critical Success Factor Research, 2005
References
1. "Critical success factors (CSF)" (http://www.businessdictionary.com/definition/critical-success-factors-CSF.html).
www.businessdictionary.com. BusinessDictionary. Retrieved 15 May 2017.
2. Rockart, John F., "Chief executives define their own data needs", Harvard Business Review 1979 (2), pages 81-
93.
3. Daniel, D. Ronald, "Management Information Crisis," Harvard Business Review, Sept.–Oct., 1961.
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4. Rockart, John F. "Chief Executives Define Their Own Data Needs" published in "Sussex Business Review" March
1979
5. Rockart, John F. "A Primer on Critical Success Factors" published in The Rise of Managerial Computing: The
Best of the Center for Information Systems Research, edited with Christine V. Bullen. (Homewood, IL: Dow
Jones-Irwin), 1981, OR, McGraw-Hill School Education Group (1986)
6. Johnson, James A. and Michael Friesen (1995). The Success Paradigm: Creating Organizational Effectiveness
Through Quality and Strategy. New York: Quorum Books. ISBN 978-0-89930-836-4.
7. Mesly, Olivier (2017). Project feasibility – Tools for uncovering points of vulnerability. New York, NY:Taylor and
Francis, CRC Press, 546 pages, ISBN 9 781498 757911.
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