Critical Success Factors in Effective Project implementation

What is a Project?
While almost everyone has had experience with projects in one form or another, developing
a definition of what exactly a project is is often difficult. Any definition of a project must be
general enough to include examples of the wide variety of organizational activities which
managers consider to be "project functions.''

A project, then, can be defined as possessing the following characteristics:

A defined beginning and end (specified time to completion).

A specific, preordained goal or set of goals.
A series of complex or interrelated activities.
A limited budget.

What Is Successful Project Implementation?

In addition to defining the concept of organizational projects, it is important, before
attempting any discussion of the steps leading to a successful project, to describe just
exactly what a "successful project" is. A project is generally considered to be successfully
implemented if it

Comes in on-schedule (time criterion).

Comes in on-budget (monetary criterion).
Achieves basically all the goals originally set for it.
Is accepted and used by the clients for whom the project is intended (client
satisfaction criterion).

The Project Life Cycle

One method that has been used with some regularity in order to help managers
conceptualize the work and budgetary requirements of a Project is to make use of the idea
of the project life cycle. The concept of the life cycle is familiar to most modern managers.
Life cycles are used to explain the rise and demise of organizations, phases in the sales life
of a product, etc. In a similar fashion, managers often make use of the life-cycle concept as
a valuable tool for better understanding the stages in a project and the likely materials
requirements for the project through each distinct phase.

As can be seen, the project's life cycle has been divided into four distinct stages, including:

1. Conceptualization-The initial project stage. At this stage a Project is determined as being

necessary. Preliminary goals and alternatives are specified, as well as the possible means
to accomplish those goals.

2. Planning-This stage involves the establishment of a more formalized set of plans to

accomplish the initially developed goals. Among planning activities are scheduling,
budgeting, and the allocation of other specific tasks and resources.
3. Execution-The third stage involves the actual "work" of the prot ject. Materials and
resources are procured, the project is produced, and performance capabilities are verified.

4. Termination-Once the project is completed, there are several final activities that must be
performed. These activities usually include the release of resources and transfer of the
project to the clients and, if necessary, the reassignment of project team personnel.

The model
Some general characteristics of the model should be noted:

1. The factors appear to be both time sequenced and interdependent.

Conceptually, one could argue that the factors are sequenced to occur (or be considered)
in a logical order instead of randomly or concurrently.

2. The factors for a project implementation can be laid out on a critical path.

Related to the temporal aspect, the factors of project implementation can be laid out in a
rough critical path, similar to the critical path methodology used to develop a new product or
to determine the steps in an OR/MS Project.

3. The model allows the manager to actively interact with and systematically monitor his
project.

The sequence of a project implementation is an important consideration for any project

manager. Not only are there a prescribed set of steps to be taken in the project
implementation process, but because of the order of the steps to be taken, the manager is
provided with a checklist for determining the status of the project at any given stage.

Strategy and tactics

As one moves through the ten-factor model, it becomes clear that the general characteristics
of the factors change. In fact, the factors can be grouped into meaningful patterns, or more
general subdimensions. The second dimension, composed of the other seven factors (Client
Consultation, Personnel, et~.), may be seen as concerned with the actual process, or
"action," of the implementation. These factors seem less planning in nature and more based
on the operationalization of the project implementation process.

It is important that managers understand the differences between strategic and tactical
issues. Both are vital to project success, but differentially so as the project moves forward
to completion. One method for clarifying the distinction raised between strategy and tactics
is through the development of a taxonomy that demonstrates the diverse nature of the two
functions.

Strategy and tactics over time

Tactical issues become more important towards the end. This is not to say that there should
not be a continuous interaction and testing between the strategic and tactical factors.
Strategy is not static and often changes in the dynamic corporation, making continuous
monitoring essential. Nevertheless, a successful project manager must be able to transition
between strategic and tactical considerations as the project moves forward.

The successful manager must be versatile and able to adapt to these changing
circumstances. A project manager who is a brilliant strategist but an ineffective tactician has
a strong likelihood of committing errors of Type I and Type IV as the project moves
downstream. In addition, these errors may occur after substantial resources have already
been expended and commitment made for the project.

Development of the ten-factor model of Project Implementation

Project information was obtained from a group of over 50 managers who had some project
involvement within the last two years. Participants were asked to consider a successful
project with which they had been involved and then to put themselves in the position of a
project manager charged ' with the responsibility of successful project implementation.

Implications for managers

Based on the demands facing project managers and the discussion of strategy and tactics
which has been developed in this chapter, there are several conclusions which can be drawn
relative to project critical success factors, along with practical implications for managers to
help control the project implementation process.

1. Use a Multiple-Factor Model

2. Think Strategically Early in the Project Life Cycle
3. Think More Tactically as the Project Moves Forward in Time
4. Make Strategy and Tactics Work for You and Your Project Team
5. Consciously Plan for and Manage Your Project Team's Transition from Strategy to
Tactics.

This chapter has attempted to better define the process of project implementation through
exposing the manager to a set of empirically derived factors found to be critical to project
success. A ten-factor model has been presented showing these key factors and their
hypothesized interrelationships. In addition, a diagnostic instrument, the Project
Implementation Profile, has been presented in its entirety as a potential tool for project
management and control.