A Study Case about a Software Project Management Success Metrics

For years, the success of a project is measured using the cost, time and quality, but to restrict the assessment in these dimensions for the evaluation of success of the Project Management has been challenged both by the academic community and by practitioners. Differences emerge from the fact that these criteria are restricted to efficiency, while the results of the project are evaluated in a more comprehensive way, including effectiveness and strategic alignment. The objective of this research is to propose a methodology for identification, measurement and integration of those aspects that explain quantitatively what success is in the perspective of decision-makers in a developing software corporation. This process has helped in negotiations between the stakeholders of the project, and consequently, has helped the chief project officer to select and prioritize strategic projects within the demands of new products.

[1]  Roger Atkinson,et al.  Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria , 1999 .

[2]  A. Shenhar,et al.  The relative importance of project success dimensions , 1997 .

[3]  Chen-Fu Chien,et al.  A Portfolio-Evaluation Framework for Selecting R&D Projects , 2002 .

[4]  Rogério Tadeu de Oliveira Lacerda.  O sucesso em gerenciamento de projetos: a estruturação de um modelo de avaliação a partir de uma visão construtivista , 2009 .

[5]  L. Ensslin,et al.  MCDA: a constructivist approach to the management of human resources at a governmental agency , 2000 .

[6]  Rod Coombs,et al.  Toward the development of benchmarking tools for R&D project management , 1998 .

[7]  Terry Williams,et al.  Assessing and moving on from the dominant project management discourse in the light of project overruns , 2005, IEEE Transactions on Engineering Management.

[8]  Aaron J. Shenhar,et al.  Strategic project management: the new framework , 1999, PICMET '99: Portland International Conference on Management of Engineering and Technology. Proceedings Vol-1: Book of Summaries (IEEE Cat. No.99CH36310).

[9]  Scott E. Fricke,et al.  Managing multiple engineering projects in a manufacturing support environment , 2000, IEEE Trans. Engineering Management.

[10]  John Wateridge,et al.  How can IS/IT projects be measured for success? , 1998 .

[11]  G. Pisano,et al.  Beyond World-Class : The New Manufacturing Strategy , 1994 .

[12]  Christophe Bredillet,et al.  Exploring Research in Project Management: Nine Schools of Project Management Research (Part 3) , 2007 .

[13]  Amrit Tiwana,et al.  Functionality Risk in Information Systems Development: An Empirical Investigation , 2006, IEEE Transactions on Engineering Management.

[14]  Terry Williams,et al.  Rethinking Project Management: Researching the actuality of projects , 2006 .

[15]  S French,et al.  Multicriteria Methodology for Decision Aiding , 1996 .

[16]  Leonardo Ensslin,et al.  Avaliação do desempenho de empresas terceirizadas com o uso da metodologia multicritério de apoio à decisão - construtivista , 2010 .

[17]  Terry Williams,et al.  Understanding Project Failure: Using Cognitive Mapping in an Insurance Project , 2006 .

[18]  David I. Cleland.  The evolution of project management , 2004, IEEE Transactions on Engineering Management.

[19]  Christoph H. Loch,et al.  On Uncertainty, Ambiguity, and Complexity in Project Management , 2002, Manag. Sci..

[20]  B. Achiriloaie,et al.  VI REFERENCES , 1961 .

[21]  Kam Jugdev,et al.  A Retrospective look at our Evolving Understanding of Project Success , 2005, IEEE Engineering Management Review.

[22]  Aaron J. Shenhar,et al.  Project Management Research - The Challenge and Opportunity , 2008 .

[23]  Maurice Landry.  A Note on the Concept of 'Problem' , 1995 .

[24]  Christoph H. Loch,et al.  Selectionism and Learning in Projects with Complexity and Unforeseeable Uncertainty , 2004, Manag. Sci..

[25]  Michel Thiry,et al.  Combining value and project management into an effective programme management model , 2002 .

[26]  Aaron J. Shenhar,et al.  Strategic Project Leadership: Toward a Strategic Approach to Project Management , 2004 .

[27]  Julien Pollack,et al.  The changing paradigms of project management , 2007 .

[28]  Aaron J. Shenhar,et al.  Refining the search for project success factors: a multivariate, typological approach , 2002 .

[29]  Ralph L. Keeney,et al.  Value-Focused Thinking: A Path to Creative Decisionmaking , 1992 .

[30]  Dov Dvir,et al.  In search of project classification: a non-universal approach to project success factors , 1998 .

[31]  Robert Cooper,et al.  Managing technology development projects , 2006, IEEE Engineering Management Review.

[32]  Peter Checkland,et al.  Soft systems: a fresh perspective for project management , 2003 .

[33]  David Baccarini,et al.  The Logical Framework Method for Defining Project Success , 1999 .

[34]  Aaron J. Shenhar,et al.  One Size Does Not Fit All Projects: Exploring Classical Contingency Domains , 2001, Manag. Sci..

[35]  Leonardo Ensslin,et al.  Decision Support Systems in action: Integrated application in a multicriteria decision aid process , 1999, Eur. J. Oper. Res..

[36]  Michael T. Pich,et al.  Managing project uncertainty: from variation to chaos , 2002, IEEE Engineering Management Review.

[37]  M. Engwall.  No project is an island: linking projects to history and context , 2003 .

[38]  Walter O. Rom,et al.  An empirical investigation of project evaluation criteria , 2001 .

[39]  Dov Dvir,et al.  Plans are nothing, changing plans is everything: the impact of changes on project success , 2004 .

[40]  Julien Pollack,et al.  Hard and soft projects: a framework for analysis , 2004 .

[41]  Lynn Crawford,et al.  Fundamental uncertainties in projects and the scope of project management , 2006 .