Management accountability for enterprise project success
|CITATION: Butler, M. 2007. Management accountability For Enterprise Project Success. World Project Management Week Conference, Singapore, 12-16 November 2007.
|Despite the growth and adoption of project management tools and methodologies, and the recognition of the contribution of project-mature organisations, achieving project success remains a challenge. An extensive literature review revealed different, and even contradictory, views on project success. The literature often focuses on either project success factors or success criteria, but seldom on a comprehensive framework embracing all aspects. Failing to distinguish between project success and project management success has led to increased pressure on project managers to deliver successful projects, although their mandates only empower them to deliver successful project management. It is argued that the complementary nature of various management responsibilities has led to a vague definition of responsibilities, and ultimately accountability, for project success. This paper presents a framework of factors influencing project success. The framework constitutes: (1) the efficient execution of project management; (2) the continuous alignment of project objectives with organisation strategic intent; (3) the optimum allocation of resources to project activities; and (4) the effective operations management realising the benefits from the project deliverables. It is shown that strategic (executive), line (operations), project, program and portfolio managers all have a direct impact on project success and that organisations should hold the respective managers accountable to ensure a comprehensive and integrated work effort resulting in successful projects.
|Butler, M. 2007. Management accountability For Enterprise Project Success. World Project Management Week Conference, Singapore, 12-16 November 2007.
|PM Global Pty Ltd
|Management accountability for enterprise project success