Extensive Research on Success of an Organisation Order Instructions:
in the above-mentioned order number, the writer completed an executive summary with a potential topic. the writer will then use that information this week to complete the 10-page paper minimum. The writer will strictly follow the instruction listed here below to complete the paper. the writer will carefully read the requirement and will respond to the questions accordingly. The references cannot be less than 20 and the entire paper must be in APA format as indicated here below. All subheadings and heading must clearly be indicated as in APA. It is critical that the writer thoroughly addresses each question raise in the order form.
Write a 10-page paper minimum that addresses relevant theories and empirical research leading to a significant research topic, problem, and question. Approach your topic providing an academic argument for funding that might support a vital new step in program and portfolio management. You do not have to actually design a study to the point of specifying research measures of effective program and portfolio management or specify samples, but try to evolve your thinking to the point of framing a relevant research topic, problem, and question on which your proposed research would be focused. (EFFECTS OF HRM PRACTICES ON EMPLOYEE PERFORMANCE)
This question should be complete enough to suggest the development of an important theory, address a gap in a current model, or demonstrate an immediate application for solving common organizational problems. Rather than attempting to include as many references as possible, try to emphasize the logical coherence of your evidence of conceptual foundations. Build an academic argument explaining why your research problem and question are important. An obvious extension of your paper would be to use it as a springboard for a doctoral proposal. Your paper also could be useful in developing Chapter 2 of your proposal and doctoral study completion.
Your Final Paper should adhere to APA format (6th edition), which requires a title page, a reference list, and appropriate sections and their headings, and should include the following elements:
• A thorough review of the literature (minimum of 20 resources, with 85% being five or fewer years old) that shows evidence of a potential research opportunity or gap that has not been discussed in the academic literature
• A draft problem statement. Include the four parts of the draft problem statement of the Doctoral Study rubric indicated below:
The four parts of the problem statement are:
• Hook (with a peer reviewed citation that is five or less years old)
• Anchor (includes a number supported with a peer-reviewed citation that is five or fewer years old)
• The general business problem
• The specific business problem to be researched
• At least one broad research question that is demonstrably linked to your problem statement
You do not need to address any hypotheses or design considerations.
Extensive Research on Success of an Organisation Sample Answer
Abstract
The success of an organization remains the ultimate goal of every project. Extensive research studies have been developed with the aim of establishing the key factors that are essential in determining project success and failure (Allen, Alleyne, Farmer, McRae, & Turner, 2014). This, therefore, gives an empirical understanding that the project management process remains a complex element that requires extensive and collective attention of several aspects of human, technical and budgetary variables.
Additionally, projects hold specialized critical success factors that if carefully addressed, improves the likelihood of successful implementation. In order to determine the success factors of a project, it is first essential to determine that success can be defined as meeting the developed expectations of an organization and its stakeholders in order to achieve the projects intended purpose. This can, therefore, be achieved by considering the outcomes of the project and determining the deliverables of the project.
This paper therefore seeks to develop a research topic that identifies the factors that may lead to the success or failure of a project (Allen, ert.al .2014). Considering the fact that it is a conceptual paper, a framework that identifies the factors that drive success within a project will be reviewed. This framework will therefore be tested empirically through the use of data from several industries.
Introduction
The use of project management approaches has over time raised to prominence, a factor that has seen projects viewed as critical to the economic growth or several industries. The rationale behind the rise of project management is typically attributed to the changes that occur due to new challenging environments and opportunities that are brought by technological developments, the dynamic market conditions, the shifting boundaries of knowledge, changes in environmental regulations, increase in customer involvement and the increase in scope of the inter organizational relationships (Besteiro, Souza, & Novaski, 2015).
As determined, it is therefore crucial to determine that the emerging importance of projects and the widespread initiation of projects within organizations in multiple sectors remains the key driving force in a research that seeks to determine the factors that influence the success of a project (Todorović, Mitrović, & Bjelica, 2013). This therefore makes it essential to determine the factors that contribute to the success or failure in the implementation of a project and to identify the elements that remain relative in the life cycle of a project.
This thesis therefore takes an in-depth study in determining the factors that cause project failures and successes and the manner in which these elements may be controlled.This research study is therefore conducted not only to add information to the already existing information but to provide some insights of the criteria for a projects success and failure including the variable’s that are involved with the aim of aiding organizations in effectively planning for projects (Cao Hao, & Swierczek, 2010).
Problem Statement
The incorporation of project management within the functions of an organization has immensely grown with projects today viewed as an essential in the growth of an organization and the development of an economy (Cao Hao, & Swierczek, 2010). The rationale behind this expansion is therefore attributed to the fact that project-based work have taken a rise due to the challenging environmental factors and opportunities that have wrought out of technological developments, changes in environmental regulations, dynamic market conditions, and the shifting boundaries of knowledge. Additionally, the drive and focus towards the development of products with shorter termed life cycles, increased complexity of inter organizational relationships, and an increased involvement of the customers are also factors that are essential in the growth of projects.
Several businesses are today operating in an environment that is filled with uncertainty. The implementation of projects therefore remains open to different external variables such as the ever growing necessities, unexpected events, fluctuating resource flows and unexpected events. This clearly depicts the fact that if proper measures are not incorporated in the implementation of projects, the chances of these projects failures are high (Cao Hao, & Swierczek, 2010). According to sources from the Standish Group in the United States of America which is a known market research firm, only 15% of projects developed by large companies are likely to succeed. The major problems that result in these failures is attributed to different challenges poised by project management such as the lack of adequate project management skills, high staff turnovers, poorly defined objectives, poor follow-up approaches, limited resources and insufficient authority for project managers.
Considering the emerging factors in relation to project management, it is therefore essential to note that the use of projects within different organizations remains the driving force as to why this study seeks to establish factors that have the capacity to influence the success of projects and the rationale behind its failures. As projects are today widely used within different industries it is crucial to determine the key factors that may lead to their successes in order to successfully implement these elements on projects (Cecez-Kecmanovic, Kautz, & Abrahall, 2014). These factors are therefore supported by different empirical studies that are conducted by different authors who seek to determine the approaches involved in the development of successful projects. This research study will therefore be conducted to answer the following four parts of the problem statement that include:
- What are the key factors that contribute to the success and failure of a project in the manufacturing sector?
- What are some of the criteria’s that can be utilized in measuring the success or failure of a project within the manufacturing industry?
- What are the appropriate measures that can be employed in achieving the success of a project?
- What approaches need to be considered in order to implement a project in the functions of an organization?
Literature Review
Project Management
Projects are a vital element in the development and growth of an organization and economy. The significance of projects in developing the functions of an organization is an element that cannot be overemphasized as demonstrated in several literatures that give an explanation of the success factors and failures of organization in managing projects. In as much as projects are considered to be important, their implementation may turn out to be challenging (Cerpa, & Verner, 2009). According to the views of various researchers, project management is viewed as an approach developed with the aim of preventing failures in projects (p.130). Other organizations have also developed checklists aimed at preventing their organizations from facing the challenges of failure. However, it is essential to note that irrespective of these management awareness’s d and checklists developed, some project have still hit the failure mark.
As stated by Fabricius, & Büttgen (2015), all projects are surrounded by inherent risk factors, a factor that clearly indicates that the knowledge of these risk factors plays an integral role in the achievement of success and in the mitigation of failure.Fabricius& Büttgen also allude to the fact that projects are in many instances developed in three stages that include the approval phase, execution and evaluation stages (pp.239). The failure exerted in managing one of these stages poorly is therefore likely to turn out into the failure of a project.
The success or failure of a project can be viewed as a multi-dimensional element is likely to be impacted by several factors. Some projects are prone to failures especially when they fail in the implementation phases of project management practices that include the prospects of scope creep, cost overrun, delays in schedules and procurement practices (Hwang, & Lim, 2013). It is however essential to determine that despite the failures in this areas, a project may still be successful as viewed by its users. An instance of this is depicted in Wembleys Stadium that has over time experienced challenges in terms of project management and procurement approaches and is still considered as a successful and well developed stadium by the users, a factor that has seen the stadium play host to work class sporting activities and events.
Projects are in many instances developed to meet the objectives of the stakeholders. These objectives are known to define the approaches of the projects success, with the projects that fail to meet this objective considered as failure (Oellgaard, 2013). This therefore brings on board the element of effective communication within an organization that provides the stakeholders with the opportunity to clarify the objectives of the project to the project managers.
According to Oellgaard (2013) a projects can be categorized by certain elements such as their objectivities as defined by their results, productivity of output, complexity that incorporates several related activities that are interlinked with different tasks among other factors. According to this author, some of the essential functions of project management that need to be considered include the identification of work requirements, the allocation of resources, planning on how to execute the project, and monitoring progress of the project’s functions to determine some of the areas that need to be improved (pp.91).
Project Success
In order to determine the success factors of a project, it is first essential to determine that success can be defined as meeting the developed expectations of an organization and its stakeholders in order to achieve the projects intended purpose. This can therefore be achieved by considering the outcomes of the project and determining the deliverables of the project. However, Shahu, Pundir, & Ganapathy ( 2012)takes a different stance in this by alleging that the success of a project can be determined by its ability to meet the budget and time, a factor that may be considered as rational considering the fact that this may not be applied in all the contexts. On the other hand, Stanciu, & Tinca (2013), alleges that project success can be determined in an case where the managers are in a position to consider the benefits of that a project may achieve in terms of resources, complexities and competencies within the parameters of the project.
Measuring Project Success
In measuring the success factors of a project, it is essential to consider the Golden Triangle and Iron Triangle methods that have traditionally been used in measuring the success factors of a project. The Golden Triangle in this case infers to an approach that considers some basic factors such as the costs related, time taken in completing a project and the quality of the products (Stanciu, & Tinca, 2013). A project will according to this approach be considered as successful when it is completed within the cost, time and quality parameters defined by an organization. It is however essential to mention that this approach has received several critics that consider it inadequate in effectively pointing at the key success factors of a project considering the fact that the opinions of customers remains minimal and that there are no long-term follow up approaches developed.
Other research inquiries in line with this approach have resorted to approaches of trying to determine appropriate approaches that would be used in determining the success of a project (Joslin, & Müller, 2015). Some studies have taken approaches aimed at including the perceptions of clients, a factor that is gaining popularity in the market today considering that the element of Total Quality Management (TQM) has evolved to consider the satisfaction of customers as one of the essential factors in measuring the performance of a project.
According to Milunovic, & Filipovic (2013), there are five approaches that can be used in measuring the success factors of an organization. These approaches therefore include the projects ability to meet time, budget quality, achieve customers’ acceptance and allowing their contactors to utilize the end products for reference (Stanciu, & Tinca, 2013). However, it is significant to note that there are three other additional success factors that can be used in measuring the success of a project such as information systems, validity and reliability of a project including the quality of information utilized and the benefits of this that can be measured on the basis of efficiency, increase in profits, effectiveness, and organizational learning of a project as perceived by the stakeholders (Todorović, Mitrović, & Bjelica, 2013). It is therefore essential to note that a disciplined approach aimed at measuring the success factors of project management has not changed for quite a long period of time.
However, in meeting the modernized approach of determine effective success criteria’s, the inclusion of the Square Route approach as compared to the traditional methods remains an essential element that research studies have established as important. The challenge presented in the inclusion of the Square Route approach is in relation to the qualitative objectives achieved in this approach as compared to the quantitative (Todorović, et.al. 2013). These are therefore the benefits that organizations achieve in the implementation of this approaches in their projects with these benefits perceived in different perspectives that include the organizations view and the stakeholder’s views.
On the other hand, it is important to establish that through an Earned Value (EV) which infers to a managerial tool used in communicating and tracking the status of a project, the management of an organization will be in a position to determine the state of a project by ensuring that a comparison is done between the project and the plan developed to meet its requirements. According to different literatures, the earned value management (EV) can be determined as an approach that is used in measuring and communicating the specific state and progress of a project by ensuring that several factors such as the work completed, the costs incurred and the duration of the project are taken into consideration(Turner, & Zolin, 2012). The established sum of the approved costs and estimates are therefore recorded during a specified period. In knowing the performance of a project, an organization remains in a position to take the necessary actions required in ensuring that the project meets the laid down framework in regards to costs and time.
The success of a project needs to be therefore considered as an essential element that integrates the short and the long term implications into the functions of organization. The essence of each and every dimension is considered as essential during different phases of a project (Turner, & Zolin, 2012). Through an efficient dimension, an organization is in a position to measure the deviations from the actual plans of the organization and determine the appropriate measures that can be employed in ensuring the progress of the project.
Once the project is complete, organizations need to also consider the second dimension that ensures that the project had an impact in meeting the needs of the customers. This therefore determines the fact that the satisfaction of customers remains an essential element in determining the success of a project(Turner, & Zolin, 2012). The third element takes in to consideration the businesses direct success that are aimed at establishing if a project has achieved an established a market share.
Project Failure
Failure according to the Oxford Dictionary is described as the lack of achievement in performing a task or rather termed as non-performance. Project failure therefore remains one of the unpleasant elements that costs company huge amounts that results in losses. Researches are conducted on this area to determine the causes of a projects failure have revealed that this results from internal inefficiencies and external ineffectiveness(Walczak, & Kuchta, 2013). These studies have therefore stated that a projects failure remains a vague element that evokes several losses within an organization when the projects fail to meet the expectations of the organization and its stakeholders.
The effects of a failure in the implementation of a project therefore causes time overruns, the degradation of an organizations quality, stresses, frustrations and losses, a factor that may force some people to quit (Walczak, & Kuchta, 2013). An intense failure may also result in negative publicity and at times the closure of an organization. Some of the factors that have been noted to result in project failures include an organizations inability to change its management that leads to no proper approaches in handling projects.
Communication is also another element that can be attributed to the failure of an organization. In communication, delays are likely to be experiences considering the fact that the team members lack the required information needed to handle projects. On the other hand, it is also significant to note that inadequate resources are also another factor that may result in the failure of an organization (Wells, 2012). Inadequate resources may therefore lead to unmet deadlines and the lack of achievement in the goals of the organization, a factor that sees the completion of projects and the dates specified jeopardized.
Implementation of Successful Projects
Considering the fact that projects are a vital element in the development and growth of an organization and economy there is a need of incorporating appropriate elements in implementation. The significance of projects in developing the functions of an organization is an element that cannot be overemphasized as demonstrated in several literatures that give an explanation of the success factors and failures of organization in managing projects (Yong Qiang, Yang Bing, Jun Ying, & Peng, 2012). It is therefore essential to consider the fact that an organizations management team develops a set of missions and visions of the organizations that are aligned to the organizations functions. Additionally, the management needs to ensure that this visons and missions are communicated effectively within the organization and roles defined for each and every team.
An organization also needs to ensure that resources are directed towards the achievement of an organizations vision and mission(Yong Qiang, et.al. 2012). This would also see to it that the human resources are also trained to meet the demands of the market. Incorporation of reward systems aimed at motivating the employees is also another factor that organization’s need to invest in to spur growth.
Extensive Research on Success of an Organisation Conclusion
As discovered in this study, it is essential to establish that the use of project management approaches has over time raised to prominence, a factor that has seen projects viewed as critical to the economic growth or several industries (Yong Qiang, et.al. 2012).. The rationale behind the rise of project management is typically attributed to the changes that occur due to new challenging environments and opportunities that are brought by technological developments, the dynamic market conditions, the shifting boundaries of knowledge, changes in environmental regulations, increase in customer involvement and the increase in scope of the inter organizational relationships.
This therefore determines that the incorporation of project management within the functions of an organization has immensely grown with projects today viewed as an essential in the growth of an organization and the development of an economy(Yong Qiang, et.al. 2012).. The rationale behind this expansion is therefore attributed to the fact that project-based work have taken a rise due to the challenging environmental factors and opportunities that have wrought out of technological developments, changes in environmental regulations, dynamic market conditions, and the shifting boundaries of knowledge.
The success or failure of a project can therefore be perceived as a multi-dimensional element is likely to be impacted by several factors. Some projects are prone to failures especially when they fail in the implementation phases of project management practices that include the prospects of scope creep, cost overrun, delays in schedules and procurement practices. In a nutshell, it is essential to determine that success can be defined as meeting the developed expectations of an organization and its stakeholders in order to achieve the projects intended purpose.
Extensive Research on Success of an Organisation References
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Besteiro, É. C., de Souza Pinto, J., & Novaski, O. (2015). Success Factors in Project Management. Business Management Dynamics, 4(9), 19-34.
Cao Hao, T., & Swierczek, F. W. (2010). Critical success factors in project management: implication from Vietnam. Asia Pacific Business Review, 16(4), 567-589. doi:10.1080/13602380903322957
Cecez-Kecmanovic, D., Kautz, K., & Abrahall, R. (2014). Reframing Success and Failure of Information Systems: A Performative Perspective. Mis Quarterly, 38(2), 561-588.
Cerpa, N., & Verner, J. M. (2009). Why Did Your Project Fail?. Communications Of The ACM, 52(12), 130-134. doi:10.1145/1610252.1610286
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Hwang, B., & Lim, E. J. (2013). Critical Success Factors for Key Project Players and Objectives: Case Study of Singapore. Journal Of Construction Engineering & Management, 139(2), 204-215. doi:10.1061/(ASCE)CO.1943-7862.0000597
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Milunovic, S., & Filipovic, J. (2013). Methodology for quality management of projects in manufacturing industries. Total Quality Management & Business Excellence, 24(1/2), 91-107. doi:10.1080/14783363.2012.728851
Oellgaard, M. J. (2013). The Performance of a Project Life Cycle Methodology in Practice. Project Management Journal, 44(4), 65-83. doi:10.1002/pmj.21357
Shahu, R., Pundir, A., & Ganapathy, L. (2012). An Empirical Study on Flexibility: A Critical Success Factor of Construction Projects. Global Journal Of Flexible Systems Management, 13(3), 123-128. doi:10.1007/s40171-012-0014-5
Shore, B. (2008). Systematic biases and culture in project failures. Project Management Journal, 39(4), 5-16. doi:10.1002/pmj.20082
Stanciu, V., & Tinca, A. (2013). Erp Solutions between Success and Failure. Accounting & Management Information Systems / Contabilitate Si Informatica De Gestiune, 12(4), 626-649.
Todorović, M., Mitrović, Z., & Bjelica, D. (2013). Measuring Project Success in Project-Oriented Organizations. Management (1820-0222), (68), 41-48. doi:10.7595/management.fon.2013.0019
Todorović, M., Mitrović, Z., & Bjelica, D. (2014). Measuring Project Success in Project-Oriented Organizations. Management (1820-0222), (68), 41-48. doi:10.7595/management.fon.2013.0019
Turner, R., & Zolin, R. (2012). Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames. Project Management Journal, 43(5), 87-99. doi:10.1002/pmj.21289
Walczak, W., & Kuchta, D. (2013). Risks Characteristic Of Agile Project Management Methodologies And Responses To Them. Operations Research & Decisions, 23(4), 75-95. doi:10.5277/ord130406
Wells, H. (2012). How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice. Project Management Journal, 43(6), 43-58. doi:10.1002/pmj.21302
Yong Qiang, C., Yang Bing, Z., Jun Ying, L., & Peng, M. (2012). Interrelationships among Critical Success Factors of Construction Projects Based on the Structural Equation Model. Journal of Management in Engineering, 28(3), 243-251. doi:10.1061/(ASCE)ME.1943-5479.0000104
