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Relevant bibliographies by topics / Project Success and Failure

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Academic literature on the topic 'Project Success and Failure'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Project Success and Failure"

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Al-Ahmad, Walid. "Knowledge of IT Project Success and Failure Factors." International Journal of Information Technology Project Management 3, no. 4 (October 2012): 56–71. http://dx.doi.org/10.4018/jitpm.2012100104.

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Traditionally, project success/failure is considered only after the project is completed or cancelled. Integrating project success and failure factors knowledge and software engineering activities would result in a situation where project success/failure is considered as part of the development process, leading to more successful software projects. This article aims to identify the common issues responsible for IT projects’ success/failure to develop a deeper understanding of these root causes. Knowledge about success can be used to understand failure and vice versa. Therefore, generic taxonomies of the root causes are developed for that purpose. Knowledge of these taxonomies is integrated into software development and management activities to help software developers and project managers complete projects successfully.

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Badamas, Muhammed A. "Information Technology Project Outcomes." International Journal of Information Technology Project Management 2, no. 4 (October 2011): 59–73. http://dx.doi.org/10.4018/jitpm.2011100105.

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Enterprise IT projects can end up costing much more than initial estimations, taking much longer time than expected or delivering benefits below expectations. The success or failure of IT projects, however, depends on the project managers. Many reasons are attributed to the success or failure of an IT project. The major stakeholders who are involved in IT projects are the right people to provide these reasons. This study was conducted among IT project managers in the Washington-Baltimore Metropolitan area to find out the most important reasons that projects succeed or fail. Washington-Baltimore metropolitan is a major hub of IT activities because of the location of the U.S. Federal Government, several government agencies and the presence of many IT contactors in the area. The study provides metric for comparing reasons for success or failure of IT projects with those projects not located in the area.

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Mitrović, Zorica, Dejan Petrović, and Marko Mihić. "Rethinking success in software projects." Tehnika 75, no. 6 (2020): 639–45. http://dx.doi.org/10.5937/tehnika2005639m.

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In recent years, one of the most important topics in the field of software development projects is rethinking success in context of increasing complexity and failure of software projects. Literature review shows that there is no clear line between success and failure, especially considering that a project can be both successful in one area and unsuccessful in another. In addition, the increasing complexity, context and broader conceptualization of projects, required both change in project and success definition. The aim of this paper is to perform literature review in field of software project success definition, as well as to propose a multidimensional construct that includes project management success, project success and strategic project success as three dimensions for measuring software's project success.

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Abyad, Abdulrazak. "Project Road to Success and Failure." Middle East Journal of Business 14, no. 4 (November 2019): 3–10. http://dx.doi.org/10.5742/mejb.2019.93702.

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Davis, Kate. "Reconciling the Views of Project Success." Project Management Journal 49, no. 5 (August 7, 2018): 38–47. http://dx.doi.org/10.1177/8756972818786663.

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This article presents a new model encompassing all the important critical attributes needed to measure project success across different stakeholder groups. The study investigates the possibility that project failure is a result of the interpretations of the criteria and factors used for success by multiple stakeholder groups. Unique projects must have their outcome parameters monitored and controlled to minimize the chances of failure and the likely major financial and managerial ramifications for the organization. Early testing of the model supports its use to increase the shared, multiple stakeholder perception of project success, leading to more informed decision making and motivation of employees.

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Höhl, Markus, Vianny Ahimbisibwe, John A. Stanturf, Peter Elsasser, Michael Kleine, and Andreas Bolte. "Forest Landscape Restoration—What Generates Failure and Success?" Forests 11, no. 9 (August 27, 2020): 938. http://dx.doi.org/10.3390/f11090938.

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Research Highlights: The global Forest Landscape Restoration ambitions could be impaired by projects that ignore key principles such as the engagement of local communities in decision making and implementation, equitable benefit sharing, and monitoring for adaptive management. This entails the danger of continued degradation, disappointed local stakeholders, and ultimately, project failure. Other projects face technical problems related to tree establishment and nursery production. Background and Objectives: There are high hopes for Forest and Landscape Restoration to regain ecosystem integrity and enhance human well-being in deforested and degraded areas. We highlight various problems and success factors experienced during project implementation on a global scale. Materials and Methods: We use data from a global online survey to identify common obstacles and success factors for the implementation of forest restoration. Results: While the majority of respondents reported successful projects, others indicate drastic problems and failed projects. Major obstacles to forest restoration experienced by survey respondents were a lack of local stakeholder involvement and a mismatch between goals of local communities and restoration managers, as well as environmental, anthropogenic, and technical barriers to tree regeneration. Conclusions: When local communities, their goals, and needs are disregarded in project planning and implementation, as reported from various cases in our survey and the limited available literature, there is a risk of project failure. Failed projects and disappointed stakeholders, as well as discouraged funders and policy-makers, could lessen the momentum of global forest restoration ambitions. Adhering to key principles of Forest and Landscape Restoration can promote much-needed community support, with the potential to overcome barriers to forest regeneration and enable communities for the protection, management, and monitoring of the restored forests beyond the limited project and funding periods. Research is needed to gain a better understanding of the perception of local communities towards restoration activities. Further studies on the implementation of forest restoration at the intersection of environmental factors, socioeconomic conditions, forest regeneration/silviculture, and nursery production are needed.

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Kivijärvi, Hannu. "Theorizing IT Project Success." International Journal of Information Technology Project Management 11, no. 1 (January 2020): 71–98. http://dx.doi.org/10.4018/ijitpm.2020010105.

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This study theorizes IT project success by integrating the project level drivers to the IT, business, and environment level enablers. An attempt is made to delve into underlying structures below the project level in order to understand the systemic reasons behind a particular success or failure. In this journey we rely on the general systems theory and the key concepts like elements, state, properties, process, hierarchy, and environment. It is shown that IT projects can be straightly abstracted by the general system principles. Within the systemic framework, potential factors behind the success of the IT projects are identified, the relationships between the factors are hypothesized and then the hypotheses are integrated into a hierarchical research model. Finally, the hypotheses and the research model are empirically evaluated. According to the results it was confirmed that all levels considered in the research model have significant impacts on the success of an IT project. Similarly, a significant improvement in IT project management in terms of project success can be obtained by improving the quality of involved factors. A favorable financial situation, highly-perceived importance of IT, sound business – IT alignment, and good IT and IT project competencies have remarkably significant positive impacts on the success of IT projects.

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Verner, Carol Matirangana, and Dilshad Sarwar. "Avoiding Project Failure and Achieving Project Success in NHS IT System Projects in the United Kingdom." International Journal of Strategic Engineering 4, no. 1 (January 2021): 33–54. http://dx.doi.org/10.4018/ijose.2021010103.

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Although project success varies from business to business depending on different internally agreed success criteria, most organisations measure project success by analysing if the project delivered the planned project objectives within the set budget, schedule (project timelines), and quality. However, for some projects especially, development projects success goes beyond just meeting time frames and budget goals. In such projects and programmes, success refers to delivering the benefits coupled with the required expectations by stakeholders, beneficiaries, and funding bodies. This paper re-examines why the National Programme for IT (NPfIT), the largest public-sector IT programme that was ever undertaken in the UK, failed and how any future NHS National IT System implementations can be completed successfully.

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Crosby, Phil. "Key Success Drivers." International Journal of Information Technology Project Management 3, no. 2 (April 2012): 1–20. http://dx.doi.org/10.4018/jitpm.2012040101.

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Success in project management, and particularly in large, high-technology/IT projects, is not easily achieved. This paper draws together a significant number of case studies and research efforts relating to the success and failure of projects from the last four decades, in what is believed to be the only modern meta-study of its type. The author posits that there is a body of knowledge within the literature from which a number of key indicators or focus areas can be derived for practical application especially in the early stages of projects. Studies encompassing more than 2,800 projects are examined, and the success factors for general, and high-technology, projects are newly grouped and ranked as strategic success drivers for use prescriptively by project practitioners and approvers. New correlations between success indicators are presented and the principal drivers examined in further detail to reveal sometimes less obvious characteristics influencing project success. In a series of fieldwork interviews with key staff in high-technology projects, these drivers also emerge consistently as important factors in project success.

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Geraedts, Rob. "Success and Failure in Flexible Building." Open House International 36, no. 1 (March 1, 2011): 54–62. http://dx.doi.org/10.1108/ohi-01-2011-b0007.

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In the present demand-driven market, consumers play a key role. Players in the house-building market, as in other sectors, need to listen to the consumer's requirements – and these are continually changing. The real estate sector is rather rigid in its practices, yet those working in it will need to respond to the fluctuating wishes and demands of their consumers. One possible response is to adopt a flexible building strategy. Industrial Flexible Demountable (IFD) building has recently been a subject of debate in the Dutch construction sector. This is a special type of construction involving experimental projects, experimentation being the first step in optimising a renewed production process or product. The building process is currently subject to various construction-related and organisational obstacles. This means that, in some cases, the objectives (which are focused on consumer-oriented building practices) were not being achieved. It was necessary to identify the problem areas and to consider the available opportunities for optimising the building process in future IFD house-building projects. The results of this study have been incorporated into guidelines containing a step-by-step plan. This plan sets out practical recommendations for market actors who wish to initiate an IFD house-building project. This study's conclusions and recommendations form the basis for the seven stages that such parties will need to complete before starting on such a project.

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Dissertations / Theses on the topic "Project Success and Failure"

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de, Weerd Maarten. "Success and failure : the Kurdish Nationalist project /." Title page, contents and conclusion only, 2001. http://web4.library.adelaide.edu.au/theses/09AR/09ard5151.pdf.

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Sehele, Abdulallah A. A. "Success factors in information technology projects." Thesis, University of Bradford, 2015. http://hdl.handle.net/10454/14420.

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Concern for project failures and successes have posed a controversial and much debated topic amongst scholars and practitioners alike. IT projects are no exceptions and they too suffer from a high rate of failure. This research aims to explore the reasons why certain IT projects succeed). Besides its academic importance, the research intends to assess the implications for successful implementation of current and future IT projects. The review of the extant literature reveals the enormity of the challenges involved in minimising or avoiding project failures. Present work is contextualizing these issues in a large national organisation with branches throughout the KSA. The Saudi Arabia constitutes the case study for this research. Qualitative methodology was adopted to generate and collect adequate and relevant data. Main instruments were; Semi-structured interviews involving senior managers in five geographical areas who were involved in the management of the IT projects and selected project documents. Thematic analysis was used and led to emergence of seven main ‘themes’, 19 major ‘issues’, and the construction of the first time generic model for success of IT projects. The core issues identified in the model are: Quality, Time and Cost at three levels; individual, organisation and environment with specific order of importance. The implications of the findings for the theory and practice have been identified. It is also recommended that there is a need for further research into individual and contextual factors that influence both managers as well as the circumstances under which IT projects are implemented.

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Rae, Thomas Alexander. "The influences on major engineering project success and failure." Thesis, University of Strathclyde, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.405135.

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Ozkahraman, Cemal. "Understanding GAP as a 'social development' project : failure or success?" Thesis, University of Exeter, 2016. http://hdl.handle.net/10871/23406.

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This thesis aims to construct a comprehensive view of the GAP project from its establishment in the 1950s through to 2015 through employing two theoretical approaches (‘modernization/development’ and ‘cosmopolitan’ theories) and wide-ranging fieldwork in south-east Turkey, conducting interviews with local people, initiators of the project, local civil organizations and political actors. Modernization/development theory is employed to examine the content and conceptualization of GAP, cosmopolitan theory to assess obstacles to the GAP ‘social development’ project. Fieldwork has been undertaken to collect primary data and make the contextualization more comprehensive. In this way the thesis seeks to determine whether the GAP project has made positive progress towards enabling the sustainable development of the south-east and resolve the problem of the unequal socio-economic development of the south-east relative to the rest of Turkey. The thesis also seeks to determine whether the project has had a negative impact on the environment, archaeological sites, historical towns, settlements and cultural heritage in the region. The main purpose of the thesis is to examine two factors in relation to the GAP ‘social development’ project: (1) understanding the core concept behind the materialization of the project, which involves ending the region’s longstanding chronic poverty, provide socio-economic stability and creating integration with the industrialized west of Turkey; (2) a comparative analysis of empirical and theoretical work provides a review of the conceptualization of the project and investigation of the extent to which it has succeeded, and an assessment is made of obstructions which have led to the project failing to achieve many of its targets. The thesis argues that four problems, three internal and one external, have impacted on the ‘social development’ aspect of the GAP project. It also points out the historical factors involved in Turkish policy for the region, and demonstrates how the success or failure of the project depends on how far the Turkish state understands the need for local cultural empowerment and operates in the interests of local people.

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Hickson, Ray C. "Project managers' perceptions of the primary factors contributing to success or failure of projects| A qualitative phenomenological study." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3708715.

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This qualitative interpretative phenomenological study increased the understanding of project managers’ perception and lived experiences of the primary issues contributing to the success or failure of projects. This study used method triangulation to analyze the experiences of 48 project managers. The study was conducted in three phases, including a pilot study, an open-ended questionnaire, and one-on-one interviews. The project managers’ lived experiences indicated that stakeholder communication; collaboration; and consensus on governance, leadership methods, definition of requirements, and success criteria during the project initiation stage are critical to achieving higher project success rates. The major themes that emerged from this study are the definition of project success, requirements and success criteria, stakeholder consensus and engagement, transparency, and project management methodologies. Additional research is suggested to determine if there is a relationship among experience, qualifications, certification, and project success or failure and to determine implementable solutions to improve project success rates.

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Stephens, Roland. "An econometric analysis of the effect of project characteristics on the success or failure of public-private infrastructure projects." CONNECT TO ELECTRONIC THESIS, 2006. http://dspace.wrlc.org/handle/1961/3777.

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Magwaza, Sandisile Hendry. "An analysis of vale-management as a panacea for high project execution failure rate in selected Cape Town project firms." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/2846.

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Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2019.
There is a need to draw a balance between satisfying needs, be they of the customer or the beneficiaries of the project, and that of maximising the utilisation of resources. Value management seeks to merge all aspects of the project process, and to find a balance between satisfaction of the project‟s needs and the stakeholder‟s interests. This technique is meant to improve the reconciliation and value of differing judgements and priorities to improve on the deliverables of the project. Consequently, the principles of defining and adding measurable value focuses on reaching the objectives, and finding solutions to problems before they appear. Therefore, the end results become an innovative way of integrating all operational activities, which enhance pre-emptive, risk aversive management. Value management is considered as a critical aspect in the effective management of project processes to reduce the high project failure rate in the construction industry. Part of the purpose of this study is to bring about awareness and knowledge of the effective use of the value management tool. This empirical research focused on project managers and other project practitioners who are tasked with the execution of project processes. A total of 125 respondents was drawn from the sampling frame. A structured questionnaire was used for the purpose, and collected data was captured and analysed, using the SPSS tool and an Excel spreadsheet. Relationships in the illustrations were interpreted and presented, forming the basis on which findings, conclusion and recommendations were made. A questionnaire has structured closed-ended questions (quantitative) and open-ended questions (qualitative) to complement each other. A mixed method approach (qualitative and quantitative) was applied to take advantage of the benefits of these two methods. The qualitative research applied a content analysis of the collected data.

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Dijk, Aart J. van. "Success and failure factors in ICT projects : a Dutch perspective." Thesis, Middlesex University, 2009. http://eprints.mdx.ac.uk/8106/.

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This thesis examines the success and failure factors in ICT projects. The low success rate of software projects in terms of reliability, meeting due dates and working within assigned budgets is widely recognised and topical. International as well as Dutch publications and the procedures in Tarek Abdel-Hamid's work on Software Project Management/Dynamics are discussed. A SUFFI Chart (SUFFI = SUccess and Failure Factors in ICT projects) is developed. The management of a portfolio of projects is compared with the SUFFI Chart. A number of Dutch projects with which the author was directly involved are examnined to show how they compare with the factors identified from the literature. These do show considerable correlation between important SUFFI factors and project success. The portfolio consists of nine ICT projects and four ICT project audits. Projects such as SAP, RBAC, EAI, charging method, PABX, financial building adrnmistration, information retrieval, book reservations, traffic data collection, introduction of the Internet functionality and SOX, for different companies/organisations (Delft University of Technology, National Police Services Agency, KPN - Dutch Telecom Company, University of Amsterdam, government, banking). This work shows that for a successful project 4 of the 5 most important SUFFIs have to be absent.

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Horning, Tomomi M. "Successful Project Management." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4859.

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High project failure rates result in billions of wasted dollars each year. Project failure does not discriminate by type of project or the industry from which they originate. The purpose of this qualitative single case study was to explore strategies that leaders at a health care organization located in Pennsylvania use to manage projects successfully. This population was selected due to the health care organization's reputation for successful project completion. The conceptual framework for this study was Fiedler's contingency theory. Data were collected by conducting semistructured interviews with 9 project leaders and reviewing project documents provided by study participants. Interviews were transcribed, thick descriptions were obtained, and participants were engaged in member checking. The thematic data analysis process consisted of compiling and coding data, identifying patterns, and organizing themes into relevant categories, iteratively. Findings were organized into 4 thematic categories, which were, essential strategies, relationship management, best practices, and self-attunement. Findings from this study may contribute to positive social change if health care leaders can use the information to enhance their project leadership capabilities. When project managers are successful, the benefits cascade to health care organizations. Leaders of those health care organizations can ensure that important health and wellness services are provided and available to those who need them, fund performance improvement initiatives, resource quality programs, and offer innovative services to improve health outcomes for individuals and communities.

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Lemboye, Olakunle Taofeek. "Correlational Analysis of the Relationship Among Mastery Experience, Self-Efficacy, and Project Success." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7028.

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Project managers are important to organizational performance and survival because of their role in managing, controlling, and steering organizational projects to success. Research has shown that project failures are globally pervasive due to the shortage of experienced and well-skilled project managers. The purpose of this descriptive correlational study was to improve the current understanding of the relationships among project managers' project management experience, self-efficacy, and project success, for which the research questions were focused on in addition to the role of project management experience on self-efficacy and project success. The theoretical framework was based on the social cognitive theory. This study involved a nonexperimental research design with a survey to collect data. Purposive sampling was used to recruit 51 Canadian-based Project Management Institute certified project managers with experiences in IT projects. The assessment of the role of project management experience on self-efficacy and project success was achieved through multiple linear regression. Results indicated significant relationships among project management experience, self-efficacy, and project success and that project management experience did not mediate the relationship between self-efficacy and project success. The results may assist organizational leaders to better understand the holistic implications of project managers' project management experiences with project success as well as the role of self-efficacy on project success. The positive social change implications of this study include greater project success and decrease project risks due to ineffective project management. Improved project success may enhance the economic prosperity of organizations, employees, and the community.

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Books on the topic "Project Success and Failure"

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Cultural imperatives in perceptions of project success and failure. Newtown Square, Penn: Project Management Institute, 2012.

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Head, Christopher H. TAURUS and CREST, failure and success in technology project management. Henley: Henley Management College, 2001.

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Hughes, D. Laurie, Yogesh K. Dwivedi, Antonis C. Simintiras, and Nripendra P. Rana. Success and Failure of IS/IT Projects. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-23000-9.

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Morris, Peter W. G. Preconditions of success and failure in major projects. Oxford: Templeton College, the Oxford Centre for Management Studies, 1986.

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Kameshki, Mohamed. Industrialisation and commercial projects: Success/failure in GCC. Loughborough: Loughborough University ofTechnology, 1988.

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Dunn, Elizabeth Gay. The FUNDACEN experience: Factors for success and failure in a Guatemalan land purchase-sale program. Madision, Wis: Land Tenure Center, University of Wisconsin- Madison, 1992.

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Maughan, Thomas S. Success and failure in managing large and complex IS projects: The 1992 and 1996 Olympic Games. Dublin: University College Dublin, 1997.

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Hudson, Norman. A study of the reasons for success or failure of soil conservation projects. Rome: Food and Agriculture Organization of the United Nations, 1991.

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Hudson, Norman. A study of the reasons for success or failure of soil conservation projects. Rome: Food and Agriculture Organization of the United Nations, 1991.

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Success through failure. Torrance, California: Rose Publishing, 2013.

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Book chapters on the topic "Project Success and Failure"

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Wanhill, Stephen. "Understanding project success or failure." In Tourism in development: reflective essays, 94–104. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781789242812.0094.

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Wanhill, Stephen. "Understanding project success or failure." In Tourism in development: reflective essays, 94–104. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781789242812.0008.

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Hughes, D. Laurie, Yogesh K. Dwivedi, Antonis C. Simintiras, and Nripendra P. Rana. "Project Failure and Its Contributing Factors." In Success and Failure of IS/IT Projects, 3–25. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-23000-9_2.

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Hughes, D. Laurie, Yogesh K. Dwivedi, Antonis C. Simintiras, and Nripendra P. Rana. "Project Management Processes and Practice." In Success and Failure of IS/IT Projects, 45–55. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-23000-9_4.

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Hughes, D. Laurie, Yogesh K. Dwivedi, Antonis C. Simintiras, and Nripendra P. Rana. "Integration of Change and Project Management." In Success and Failure of IS/IT Projects, 67–74. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-23000-9_6.

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Okike, Ezekiel U., and Ofaletse Mphale. "A Project Metric Model for Assessing ICT Project Success/Failure." In Lecture Notes in Networks and Systems, 131–48. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-6916-1_12.

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Hughes, D. Laurie, Yogesh K. Dwivedi, Antonis C. Simintiras, and Nripendra P. Rana. "An Analysis of the Components of Project Success." In Success and Failure of IS/IT Projects, 27–43. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-23000-9_3.

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Rezvani, Azadeh, and Pouria Khosravi. "Critical success and failure factors in large-scale complex projects." In The Practitioner’s Handbook of Project Performance, 243–54. Names: Phillips, Mark, 1960- editor.Title: The practitioner’s handbook of project performance: agile, waterfall and beyond/edited by Mark Phillips.Description: 1. Edition. | New York: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781315268040-18.

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Tamai, Tetsuo, and Mayumi Itakura Kamata. "Impact of Requirements Quality on Project Success or Failure." In Lecture Notes in Business Information Processing, 258–75. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-540-92966-6_15.

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Dalcher, Darren. "Rethinking Success in Software Projects: Looking Beyond the Failure Factors." In Software Project Management in a Changing World, 27–49. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-55035-5_2.

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Conference papers on the topic "Project Success and Failure"

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Attarzadeh, Iman, and Siew Hock Ow. "Project management practices: Success versus failure." In 2008 International Symposium on Information Technology. IEEE, 2008. http://dx.doi.org/10.1109/itsim.2008.4631634.

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Hlady, Joseph T., and Ken Buchanan. "Success and Failure in Pipeline GIS: Lessons Learned." In 2006 International Pipeline Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/ipc2006-10229.

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In the geomatics community, the literature thoroughly covers the topic of success and failure in geomatics projects. Papers and research covering this topic as it relates to specific industries or applications such as municipal and environmental Geographic Information System (GIS) projects can also be found. However, few papers have been presented on this topic in relation to pipeline engineering projects, and in particular, Engineering, Procurement and Construction Management (EPCM). This paper will introduce this topic to the EPCM project manager through an overview of the measures of failure, their causes, the key enablers of success of a GIS project in EPCM world, and conclude with a synopsis of how the EPCM project manager can ensure the success of geomatics or GIS activities on their project.

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Kamata, Mayumi Itakura, and Tetsuo Tamai. "How Does Requirements Quality Relate to Project Success or Failure?" In 15th IEEE International Requirements Engineering Conference (RE 2007). IEEE, 2007. http://dx.doi.org/10.1109/re.2007.31.

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Imamoglu, Oksan, and Sitki Gozlu. "The sources of success and failure of information technology projects: Project managers’ perspective." In Technology. IEEE, 2008. http://dx.doi.org/10.1109/picmet.2008.4599756.

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Nitithamyong, Pollaphat, and Mirosław Skibniewski. "Critical Success/Failure Factors in Implementation of Web-Based Construction Project Management Systems." In Construction Research Congress 2003. Reston, VA: American Society of Civil Engineers, 2003. http://dx.doi.org/10.1061/40671(2003)110.

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Palm, William J., and Daniel E. Whitney. "Exploring the Meaning of Success in Outsourced Product Development." In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-29147.

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Research on outsourced product development has focused primarily on the motives behind firms’ decisions to outsource, with less attention paid to the outcomes of those decisions. The few existing academic studies have reported high failure rates, but there is little consensus as to what is meant by “project success” and “failure” and some do not define success at all. Such ambiguity makes comparisons difficult and hinders explanation of observed variation in project outcomes. This paper explores the many meanings of project success in outsourced product development, based on in-depth interviews of thirty design consultants and clients. After reviewing the merits and limitations of each metric, we propose that the client’s willingness to recommend the consultant may be a suitable outcome variable for assessing project outcomes and comparing success rates across diverse projects, companies, and industries. We present preliminary data that suggests client willingness to recommend varies widely and is multimodal in distribution. Finally, we identify several commonly encountered failure modes, i.e., sequences of events that generate discrepancies between client expectations and project deliverables, thereby producing client dissatisfaction.

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Tarawneh, Moh'd M. I., Haroon AL-Tarawneh, and Asim Elsheikh. "Software development projects: An investigation into the factors that affect software project success/ failure in Jordanian firms." In 2008 First International Conference on the Applications of Digital Information and Web Technologies (ICADIWT). IEEE, 2008. http://dx.doi.org/10.1109/icadiwt.2008.4664353.

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Baguma, Rehema, and Jude Lubega. "Factors for success and failure of e-government projects." In ICEGOV '13: 7th International Conference on Theory and Practice of Electronic Governance. New York, NY, USA: ACM, 2013. http://dx.doi.org/10.1145/2591888.2591921.

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Maqsood, Junaid, Iman Eshraghi, and Syed Sarmad Ali. "Success or Failure Identification for GitHub's Open Source Projects." In the 2017 International Conference. New York, New York, USA: ACM Press, 2017. http://dx.doi.org/10.1145/3034950.3034957.

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Sturrock, David T. "AVOID FAILURES! TESTED SUCCESS TIPS FOR SIMULATION PROJECT EXCELLENCE." In 2018 Winter Simulation Conference (WSC). IEEE, 2018. http://dx.doi.org/10.1109/wsc.2018.8632366.

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Reports on the topic "Project Success and Failure"

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Montiel Olea, César E., and Leonardo R. Corral. Text Analysis of Project Completion Reports. Inter-American Development Bank, June 2021. http://dx.doi.org/10.18235/0003611.

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Project Completion Reports (PCRs) are the main instrument through which different multilateral organizations measure the success of a project once it closes. PCRs are important for development effectiveness as they serve to understand achievements, failures, and challenges within the project cycle they can feed back into the design and execution of new projects. The aim of this paper is to introduce text analysis tools for the exploration of PCR documents. We describe and apply different text analysis tools to explore the content of a sample of PCRs. We seek to illustrate a way in which PCRs can be summarized and analyzed using innovative tools applied to a unique dataset. We believe that the methods presented in this investigation have numerous potential applications to different types of text documents routinely prepared within the Inter-American Development Bank (IDB).

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Todsen II, Peter B. The American Revolution: Strategy Success or Failure? Fort Belvoir, VA: Defense Technical Information Center, February 1997. http://dx.doi.org/10.21236/ada326508.

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Laacke, Robert J., and Gary O. Fiddler. Overstory removal: stand factors related to success and failure. Berkeley, CA: U.S. Department of Agriculture, Forest Service, Pacific Southwest Forest and Range Experiment Station, 1986. http://dx.doi.org/10.2737/psw-rp-183.

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Gruter, Jesse L. Pulling Success from Failure: The Texas War for Independence. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404935.

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Lieberman, Elli. Deterrence Theory: Success or Failure in Arab-Israeli Wars? Fort Belvoir, VA: Defense Technical Information Center, October 1995. http://dx.doi.org/10.21236/ada422013.

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Allen, Julia H., Pamela Curtis, Nader Mehravari, Andrew Moore, Kevin Partridge, Robert Stoddard, and Randy Trzeciak. Analyzing Cases of Resilience Success and Failure - A Research Study. Fort Belvoir, VA: Defense Technical Information Center, December 2012. http://dx.doi.org/10.21236/ada610698.

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Rebekah C. DeVore, Rebekah C. DeVore. Does group gender composition influence how we explain success or failure? Experiment, October 2014. http://dx.doi.org/10.18258/3615.

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Curlee, T. R., and B. T. Tonn. The success or failure of management information systems: A theoretical approach. Office of Scientific and Technical Information (OSTI), March 1987. http://dx.doi.org/10.2172/6684482.

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Hall, Bronwyn. R&D Tax Policy During the Eighties: Success or Failure? Cambridge, MA: National Bureau of Economic Research, December 1992. http://dx.doi.org/10.3386/w4240.

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Álvarez, Carola, Leonardo Corral, Ana Cuesta, José Martínez, César Montiel, and Consuelo Yépez. Project Completion Report Analysis: Factors Behind Project Success and Effectiveness. Inter-American Development Bank, March 2021. http://dx.doi.org/10.18235/0003116.

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The goal of development assistance is to deliver measurable results. At the Inter-American Development Bank (IDB), the Development Effectiveness Framework (DEF) was adopted to enhance the likelihood this goal is met. The key objective of this analysis is to enhance our understanding of the role the set of tools and processes adopted at the IDB, from project design to completion, play in the assessment of a projects success and effectiveness. Specifically, we are interested in teasing out the role different dimensions of project design, assessed through the Development Effectiveness Matrix (DEM), and execution performance indicators, as per the Project Monitoring Report (PMR), have on the delivery of effective and successful projects measured through the Project Completion Report (PCR) methodology implemented at the IDB. We also explore the validation process of PCRs and delve into the effectiveness analysis at the level of specific objectives and result indicators, identifying key pitfalls associated with objectives not being met. Overall, our findings provide strong validation for the DEF and its tools. We find robust evidence for the importance of the quality at entry assessment conducted through the DEM. In particular, the quality of the results matrix at approval is a strong determinant of project success and effectiveness at closure, and the quality of the Evaluation Plan is strongly associated with the effectiveness of a project. In terms of execution performance, our analysis finds that, on average, projects that execute a lower share of their approved loan amount, are put on Alert, or are classified as a Problem, in its first three years of execution; and projects that experience a higher share of their outputs discontinued, with respect to their first results matrix, are most likely to be ineffective in achieving their objectives and will likely be rated as unsuccessful.

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