Vous êtes sur la page 1sur 23

2

Factors for Project Success


or Failure
Copyright

2007 Dennis Lock and his licensors. All rights reserved.

We might say that a successful project


must satisfy three basic objectives:
1 Cost all work done within budget
2 Time the project finished on time
3 Quality which we shall define later.
This view can be too simplistic, but it
serves to start our debate on what
makes a project a success or a failure.

THE
QUALITY
COST
TIME
PROJECT

We might have to give priority to one or


more of these objectives at the expense
of the others, as the following examples
show:

1 A nuclear power station is just one


of many examples where QUALITY
and safety must come first.
2 Preparing for a public event that has
already been advertised means
being ready on TIME must come first
3 A public charity organization
building its new headquarters will
have to consider the COST first.

Thus the three basic objectives are


related to each other and the project
manager may have to pay more
attention to cost, or time, or quality.
Dr Martin Barnes illustrated these
choices as a triangle of objectives. Here
is how he first presented his triangle.

Quality

Cost

Time

The triangle of project objectives


(after Martin Barnes, then of Deloitte, Haskins & Sells)

Consider what is meant by quality.

Quality
Attractive appearance
Good performance
Reliable and safe
Satisfies the specification
Delights the customer

Quality guru Joseph M. Duran defined


quality better and more succinctly when
he declared that:

A product
(or service provided)
has to be

Fit for its intended purpose

Now let us apply Durans definition of


quality as fitness for purpose to a project
When we manage a project, the output
must be fit for the purpose that was
intended.
Thus quality is non-negotiable and must
not be downgraded in priority against time
and cost.

How does that affect the triangle of objectives?


Consider two different bathrooms.
One has gold-plated taps
The other has chromium-plated taps.
Both are fit for purpose, and both satisfy the
definition of quality.
But the gold-plated taps have:

a higher level of specification.

Dr Martin Barnes modified his original triangle of


objectives by substituting performance for
quality. Dennis Lock uses specification.
Performance
or specification

Cost

Time

Introducing two buzzwords


(in the context of project success or failure)

1 Deliverables
The desired project outcomes

2 Stakeholders
Persons or organizations who will affect,
or will be affected by, the project

A project success or failure?


For the original designers?
For the builders?
For the Pisa tourist trade?

It all depends on which


stakeholder you consider

This project will finish two weeks early


Costs running well below budget
No significant non-conformances
Happy stakeholders

Suicidal
stakeholders

Project success or failure?

Original budget: 500 000 000


Final cost:
600 000 000
Contractor's loss: 100 000 000
Target opening date: May 1998
Actual opening date: Aug 1999
Owner's lost revenue: 9 500 000

Success or failure for whom?

Project phase
1 Original concept
2 Feasibility study
3 Business plan
4 Risk assessment
5 Public enquiry
6 Authorization
7 Organization
8 Planning
9 Design
10 Procurement
11 Fulfilment
12 Test/commission
13 Handover
14 Economic life
15 Disposal

Five-year periods

Here is the project life cycle again . . .


. . . but now in the context of project success or failure

Project phase
1 Original concept
2 Feasibility study
3 Business plan
4 Risk assessment
5 Public enquiry
6 Authorization
7 Organization
8 Planning
9 Design
10 Procurement
11 Fulfilment
12 Test/commission
13 Handover
14 Economic life
15 Disposal

Five-year periods

Project success or failure depends largely on defining


the project correctly from the beginning.

Project phase
1 Original concept
2 Feasibility study
3 Business plan
4 Risk assessment
5 Public enquiry
6 Authorization
7 Organization
8 Planning
9 Design
10 Procurement
11 Fulfilment
12 Test/commission
13 Handover
14 Economic life
15 Disposal

Five-year periods

This is the fulfilment period, when success or failure


depends largely on what the project manager does.
This is when the contractor expects to make a profit.

Project phase
1 Original concept
2 Feasibility study
3 Business plan
4 Risk assessment
5 Public enquiry
6 Authorization
7 Organization
8 Planning
9 Design
10 Procurement
11 Fulfilment
12 Test/commission
13 Handover
14 Economic life
15 Disposal

Five-year periods

During the economic life the investor expects to


realize benefits and see a return on capital invested.

Project phase
1 Original concept
2 Feasibility study
3 Business plan
4 Risk assessment
5 Public enquiry
6 Authorization
7 Organization
8 Planning
9 Design
10 Procurement
11 Fulfilment
12 Test/commission
13 Handover
14 Economic life
15 Disposal

Five-year periods

Successful disposal means dismantling safely,


recovering maximum scrap value, and causing no
damage to the environment.

End of Presentation 2

Vous aimerez peut-être aussi