Management

Strategic Project Management

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This implies that success encompasses certain intricacies and expertise in
understanding the wide net of people or groups impacted by the project. It therefore
follows that understanding project success is important to understanding a
project’s value and contribution in an organization. It has been argued that different
stakeholders have different views of success (Shenhar et al., 2001; Shenhar
and Levy, 1997); therefore, to properly account for the diversity in views and to
effectively measure project contribution, it is imperative to establish the perspective
of success at the onset of the project.
The purpose of this chapter is to provide a brief synthesis of the complementing
views of project success to help inform project practitioners as they respond
to the demands of successful project completion and product delivery. According
to Judgev and Muller (2005), the issue of project success raises important considerations
regarding client expectations. The same is true for sponsors, executives,
contractors, and other key stakeholders. Therefore, a diversified understanding is
important for project managers and executives (Jugdev and Muller, 2005).
Dialogue on diversity in the constituents of project success is significant to
practitioners in particular as they grapple to identify indicators of success, manage
them, and report on them. It is expected that greater understanding of the nuances
in a project is achieved through the dissection of some of the common areas relevant
in managing projects

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Detail Information

Series Title

Strategic Project Management

Call Number

-

Publisher

USA : Taylor & Francis Group, LLC., 2016

Collation

1-368

Language

English

ISBN/ISSN

13: 978-1-4822-2513-

Classification

NONE

Content Type

-

Media Type

-

Carrier Type

-

Edition

2nd Edition

Subject(s)

Project Management

Specific Detail Info

-

Statement of Responsibility

-

Other version/related

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