Measuring the Impact of Critical Success Factors of Project on Project Success in the Telecom Firms
Project success is one of the ambiguous concepts in project management. As each person or group of people who are involved in a project have different needs and expectations from the same project, it is very common that they take project success in their own way, as per their own understanding (Cleland & Ireland, 2004).
Research on project measurement deliverables and focus on the main project management practices (time, cost and quality) shows that it is not possible to have a ubiquitous success criterion that is suitable for all projects. Focus of project management activities differ from one project to another on the basis of a number of attributes like projects uniqueness, business, volume, complexity, customer preferences and the interest of stakeholders. So it is not enough to assume that time, cost and quality are the only success factors of a project but they must be explored and quantified with an overall establishment of a number of multifaceted and unified project evaluation criteria (Ojiako et al., 2008).
The difference between criteria and factors is unclear to many people. The Cambridge Advanced Learner's Dictionary describes a criterion as "a standard by which you judge, decide about or deal with something" while a factor is explained as "a fact or situation which influences the result of something". In this study I have tried to set up a relationship between the project success factors and actual project success variables through literature and an empirical analysis adopted from the research of Andersen et al (2006). Focus would be on the Telecom Sector of Pakistan. This is because all the telecom firms are working on the basis of projects. Moreover, not much research is being found on this particular sector of the economy, so it is important to identify the relationship of critical success factors with the actual success of the project to make such projects more successful.
Project success criteria
Research on project measurement criteria (failure or success) indicates that it is impossible to generate a universal checklist of criteria suitable for all projects. Success (or failure) criteria will differ from project to project depending on a number of variables including size, uniqueness, industry, complexity and the stakeholders involved (Greenwood, 2007). However much of research has been conducted to find out the success criteria of projects.
There is a long-held assumption that both line and project managers could improve their performance if they had a better understanding of what makes up project success. Understanding of what the stakeholders consider as a successful project is essential for a project manager to handle a project successfully. In order to avoid any surprises at the end of the project, there is an urgent need to find the different perspectives of...