Critical Success Factors in Project Management

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Critical Success Factors in Project,Management An Exploratory Study of an. Energy Company in Brazil, Paulo Cesar Felix Osorio Osvaldo L G Quelhas Luis Perez Zotes Eduardo Shimoda. S rgio Fran a, Abstract In a competitive business environment the use of According to Pinto and Slevin 1987 the. project management can allow organizations to strategically process of managing a project is a constant challenge. structure themselves to achieve their business goals and. to its manager the project manager from the very, needs In this way organizations can invest in more effective beginning A project s complexity requires its manager. project management that is aimed at achieving better. to have the ability to address a variety of issues with 39. performance maximizing the possibility of success and. minimizing the chance of failure Within this context human financial and technical dimensions to name a. few as well as their interactions As a result project. Global Journal of Management and Business Research A Volume XIV Issue X Version I. organizations must know which critical factors are most. responsible for the success of a project to manage these managers must respond to difficult tasks and their jobs. factors in the best possible manner The aim of this paper is to are often characterized by overwork and a frantic pace. understand the relationship among critical success factors As observed by authors such as Kerzner 2006. CSF in project management and the outcome of projects Munns and Bjeirmi 1996 and Oliveira 2002 the. from a contingency perspective The field research developed results of an organization s strategic planning guide it to. in a company in the energy sector was done in two phases undertake projects that can contribute to its strategic. document analysis and survey research with questionnaire. goals Therefore organizations seek to invest in more. applied to key stakeholders and 133 completed, questionnaires were obtained One result of the research consistent project management that is aimed at.
indicates theCSF Support from upper management and improved performance a maximized possibility of. Scope clearly defined and detailed as the most significant success and a minimized chance of failure. impact on the success of project management Oliveira 2002 defines strategic planning as the. Keywords project management project success process of elaborating and implementing decisions on. project critical success factors an organization s future course Investing time and. resources in the elaboration of a strategic plan can. I Introduction guide organizations to accomplish their strategic goals. ccording to authors such as Cleland and Ireland Kezner 2006 suggests that an organization s. 2007 formal project management has existed goals may not be achieved if attention is not paid to. for over 50 years however the history of critical aspects such as project complexity requests for. management practices dates back to antiquity as changes in scope organizational restructuring project. confirmed by large construction projects of the past risks technological changes and financial planning to. such as the Great Pyramids and numerous canals name a few. bridges cathedrals and other infrastructure projects To Barcaui and Quelhas 2004 all of these. According to Shenhar and Dvir 2010 in a factors place project management in a strategic position. competitive business environment projects play an within organizations because the efficient. important role in organizations strategic management implementation of projects may be the path by which. Projects are vectors for change and for the organizations can reach their strategic goals and obtain. implementation of strategies and innovations that can the best possible results. bring competitive advantages to companies In this context the objective of this paper is to. To authors such as Kerzner 2006 and Meredith understand the correlation between the critical success. and Mantel 2003 the last few decades have been factors cited in academic papers and its impact on the. marked by an increased use of project management as success of project management. a way for organizations to structure themselves to To meet this goal the concept of success is. achieve their goals The recessions of 1979 83 and analyzed and the critical factors are then defined and. 1989 93 contributed to companies recognition of the identified through the application of a questionnaire to. benefits of using project management specialists from an energy company. Author Fluminense Federal University,e mail paulo cesar osorio yahoo com br. 20 14 Global Journals Inc US, Critical Success Factors in Project Management An Exploratory Study of an Energy Company in Brazil. The researched was developed in an important Information Administration EIA were used These data. energy company in the period among October and reflect the current status of the energy industry in Brazil. December 2012 According to Amaral 2013 petroleum is the. primary energy source both in the world and in Brazil s. II Brazil s Energy Market energy matrix Although petroleum consumption in Brazil. To describe Brazil s energy market data from is greater than the world s average the Brazilian energy. the Brazilian National Petroleum Natural Gas and matrix is quite clean with little participation of coal 5. Biofuel Agency Ag ncia Nacional de Petr leo G s in 2009 and a significant presence of renewables such. Natural e Biocombust veis ANP the Energy Research as hydroelectricity and sugar cane derivatives. Company Empresa de Pesquisa Energ tica EPE Figure 1 presents the Brazilian energy matrix. Petrobras the International Energy Agency Ag ncia which provides a better understanding of the trends that. Internacional de Energia IEA and the Energy shaped the sector over the last few decades. Global Journal of Management and Business Research A Volume XIV Issue X Version I. Figure 1 Primary Energy Production in Brazil 1970 2010 million TOE. Source Empresa de Pesquisa Energ tica 2011, According to the EIA report Energy Information deep water technologies The exploitation of deep water. Administration 2013 among all countries Brazil is the oil fields by Petrobras and its partners will be complex. eighth largest consumer of energy in the world and the and expensive but it has the potential to turn Brazil into. third largest in the Americas behind the United States a significant petroleum exporter as well as an important. and Canada Brazil s total consumption of primary producer of natural gas International Energy Agency. energy has increased by more than one third in the last 2013. decade as a result of strong economic growth and the Figure 2 shows Brazil s energy demand which. development of a new middle class has closely followed its gross national product GNP. Statistics show that Brazil is the world s 10th over the last two decades Since 1990 the demand for. largest energy producer Moreover Brazil has made energy has doubled reaching almost 270 million tons. great progress in increasing its total energy production equivalent of petroleum Mtoe in 2011. especially petroleum and ethanol Increasing internal. petroleum production has been a long term goal of the. Brazilian government and the recent discovery of large. offshore reservoirs namely pre salt oil could turn Brazil. into one of the world s largest petroleum producers EIA. Because of the pre salt oil discoveries in Santos, Bay Brazil is emerging as a new leader in the petroleum. sector Over the last three decades Petrobras the,national petroleum company has made a series of.
significant discoveries at sea beginning with Campos. Bay and in the process has become a world leader in. 1 Global Journals Inc US, Critical Success Factors in Project Management An Exploratory Study of an Energy Company in Brazil. Figure 2 Brazil s primary energy demand and GNP growth 41. Source International Energy Agency 2013, Global Journal of Management and Business Research A Volume XIV Issue X Version I. The pace of growth both in economic activity measured as a function of meeting the project s. and in the demand for energy has increased since the deadline budget and quality criteria. turn of the century from 2000 2011 the average annual Patah 2010 argues that project success is. GNP growth was 1 higher than in the previous decade related to two components efficiency and effectiveness. i e 3 5 instead of 2 5 The success of any project is determined by how well. Petroleum and renewable energy most the project contributes to the achievement of the. importantly bioenergy and hydroelectric energy have organization s strategic objectives effectiveness and. remained dominant in the primary energy mix The only how well the project has been carried out efficiency In. significant change over the last two decades has been an organizational environment projects are ways to. an increase in demand for natural gas which increased implement strategies Therefore a project s objectives. its participation in the primary energy mix from 2 in must be directly connected to the organization s. 1990 to over 10 today IEA 2013 strategic objectives. Shenrar and Dvir 2010 reinforce the concept of, III Success In Projects project success linked to efficiency and effectiveness. According to several authors including Meeting deadline and budget goals indicates that a. Baccarini 1999 Belassi and Tukel 1996 De Wit project has been efficiently managed However most. 1988 Kerzner 2006 Pinto and Slevin 1988 and projects are part of their organizations strategic. Shenrar and Dvir 2010 one theme within project management and must be evaluated based on their. management that is frequently discussed but seldom contributions to the business results effectiveness. agreed upon concerns the notion of project success Based on their study Shenrar and Dvir 2010. According to Kenny 2003 when judging a suggest that a project s success can be defined by five. project s success within an organization one cannot metrics. limit the analysis to the efficiency of the project The first dimension project efficiency represents a. management processes employed but must also take short term metric that is concerned with whether the. into account the project s effectiveness in contributing to project was completed according to plan. the organization s strategic objectives The second dimension client impact represents the. To Jugdev and M ller 2005 project main stakeholders and should clearly show how the. management is established to optimize projects project improved the client s business. efficiency and effectiveness Efficiency refers to The third dimension impact on team assesses the. maximizing production to a given input level and team s satisfaction and the indirect investment that. effectiveness means achieving the project s goals and the organization made in the team members. objectives Both are goal oriented practices that are including further qualifications and the development. related to achieving success of professional and managerial skills. To Dweiri and Kablan 2006 effectiveness is The fourth dimension commercial and direct. measured or evaluated as a function of the degree to success is related to the project s commercial. which project goals are achieved while efficiency is success and its contribution to the organization s. final results,20 14 Global Journals Inc US, Critical Success Factors in Project Management An Exploratory Study of an Energy Company in Brazil. The fifth dimension preparing for the future reflects doing the scope and meet goals on time and budget. how well the project helped the organization while effectiveness represents projects which are. prepare its infrastructure for the future and how the strategically managed focused on getting results for. project created new opportunities business and grow the marketplace. According to Shenrar and Dvir 2010 the goals, IV Efficiency And Effectiveness In of time and budget indicate that the project was.
Projects managed efficiently However most of the projects are. part of the strategic management of their organizations. According to Patah 2010 in an organizational, and should be evaluated based on their contributions to. environment projects are the way to implement,business outcomes effectiveness. strategies Therefore project objectives should be,To Dweiri and Kablan 2006 effectiveness is. directly linked to strategic objectives The effectiveness. measured or evaluated based on the degree of, in any project is determined by how well the project. achievement of the project objectives and efficiency. contributes to the achievement of the strategic,based on the achievement of time cost and quality.
objectives of the organization and efficiency is, criteria of the project The table below presents a. determined by how well the project was conducted, summary of the concept of effectiveness and efficiency. According to Shenrar Poli and Lechler 2000,for managing projects cited in the literature. 42 apud SHENRAR Dvir 2010 efficiency represents, projects which are operationally managed focused on. Global Journal of Management and Business Research A Volume XIV Issue X Version I. Table 1 Definition of effectiveness and efficiency for managing projects cited in the research literature. Effectiveness Efficiency, The effectiveness in any project is determined by The efficiency is determined by how well the.
Within this context organizations must know which critical factors are most responsible for the success of a project to manage these factors in the best possible manner The aim of this paper is to understand the relationship among critical success factors CSF in project management and the outcome of projects from a contingency perspective

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