Source: http://www.blogpop.com.br/tecnologia/pmis-knowledge-wisdom-center/
Timestamp: 2019-04-21 14:07:48+00:00

Document:
PMI's Knowledge &amp; Wisdom Center.
Em minhas andanças internas do site do PMI descobri o PMI’s Knowledge & Wisdom Center. É um serviço para os membros que disponibiliza uma bibliotecária para efetuar pesquisas para você!
Muito util para quem esta buscando alguma referencia bibliografica, livro, revista etc e, se quer publicar algo.
Abaixo segue a solicitação que fiz e, o encaminhamento da resposta.
Statement Of Question: What defines success and failure of projects?
Purpose Of Information: Writing scientific article.
Notes, Comments, Keywords: More updated as possible references. (scientific articles, dissertations and thesis).
Thank you for contacting PMI’s Knowledge & Wisdom Center. Listed below the signature line are citations and abstracts to PMI literature related to your topic, as well as Web site links to other resources. Should you wish to purchase items in the PMI Marketplace (such as books or full text articles), you may do so by clicking the link below each item in the list below. This link will take you to the item description in the Marketplace. Once you have viewed the description you can click the link “Add to cart” to purchase the item. For members, articles from PM Network® and Project Management Journal® from the past 5 years to the present can be added to your cart at no charge. All other articles and papers are US$10.00 for members. Once you have completed your purchase, most articles and papers will be available for download from your Digital Lockbox. Please note that some older articles are available for print delivery only.
Also included below are references to book titles in eReads & Reference, a 24×7 service providing members access to full text e-Books at no additional charge. To access eReads & Reference, visit https://www.pmi.org/Resources/Pages/Members/eReads-and-Reference.aspx. You will need to be logged in to PMI.org using your PMI.org username and password to access the eReads & Reference service.
I hope this information is helpful to you. Please let me know if I may be of further assistance.
*Disclaimer: The material supplied by the Knowledge & Wisdom Center is for informational purposes only and should not be construed as advice or instruction. PMI does not endorse, recommend or warrant the accuracy of the information provided. The recipient uses the information at his/her own risk and responsibility.
Submit a paper, poster or symposium proposal for presentation at the 2010 PMI Research and Education Conference. The conference will take place in Washington, DC, USA, on 11-14 July 2010. Proposals may be submitted until 1 December 2009.
Detailed Description: 100 Things You Should Know to be a Better Project Leader. My Life is Failure is a summation of over a decade of work on project failure. The Standish Group has been collecting case information on real-life IT environments and software development projects since 1985. Standish’s cumulative research encompasses 12 years of data on why projects succeed or fail, representing more than 50,000 completed IT projects.
Subjects: Leadership.|Project Management (PM)|Project Success.
Title Statement: A brand new day / by Gary R. Heerkens.
Main Author – Personal: Heerkens, Gary.
Journal Citation: PM network. Vol. 23, no. 3 (Mar. 2009).
Abstract: The world of business is a world dependent on trade. And driving this dynamic are the projects that enable businesses to perform better by delivering the goods and services that clients need and customers want. This article overviews the business side of project management. In doing so, it lists three financial implications of investing in projects. It also describes how project managers can increase their organizational worth by understanding the purpose a project plays in helping a company compete.
Corporate Names: Project Management Institute.
Physical Description:  p. : col. ill., port. ; 28 cm.
Title Statement: All ears / by Elisa Ludwig ; photo by Debbie Zimelman.
Main Author – Personal: Ludwig, Elisa.
Journal Citation: PM network. Vol. 23, no. 3 (Mar. 2009), p. -62.
Abstract: Although project managers lead project teams in reaching successful outcomes, it is the project teams that performs the work that required to realize the project. Because of this, experienced project managers understand the significance of enabling project team members. This article discusses how project managers can optimize their listening skills so as to gain the commitment of project team members, a technique which helps motivate performance and build a collaborative project team atmosphere. In doing so, it explains why listening skills are important to develop and how these skills help project managers perform better. It explains techniques that project managers can use to encourage more thoughtful project team discussions and create opportunities for generating creative conflicts. It then overviews how project managers can maintain discussions that focus on helping–and not hindering–the project’s outcome. Accompanying this article is a sidebar suggesting how project managers can engage less-talkative project team members.
Subjects: Teams in the workplace–Management.|Leadership.|Project Team–Management.|Project Manager (PM)–Attitudes.
Physical Description:  p. : col. ports. ; 28 cm.
Title Statement: Nothing personal / by Neal Whitten.
Main Author – Personal: Whitten, Neal.
Journal Citation: PM network. Vol. 23, no. 1 (Jan. 2009), p. 28-.
Abstract: Success is often the result of right attitude. This article discusses the problems that ensue when project managers allow their performance to become personal. In doing so, it explains six situations that deeply affected the performance of a project manager that the author had previously mentored. It looks at why project managers must stay focused on serving their teams, projects, and business–and not on their own passion, egos, and desires.
Title Statement: Defining project success [electronic resource] : a multilevel framework / Paul L. Bannerman.
Main Author – Personal: Bannerman, Paul L.
Journal Citation: PMI Research Conference 2008. Proceedings, MP11-Paul Bannerman_final_050708.pdf.
Abstract: Researchers, project professionals, and executives have long been attempting to define project success. But despite the numerous discussions, surveys, and recommendations, none have developed a comprehensive definition. This paper examines a five-level framework for gauging project success–in relation to information systems (IS) development projects–that the author developed from the seminal literature on project success. In doing so, it describes the nature of projects and the challenges involved in achieving successful outcomes; it overviews the literature on project success so as to define the problems associated with achieving project success, identifying success criteria and contingency variables, and recognizing gaps between the research and practice dimensions. It looks at project success in relation to realizing project parameters–schedule, budget, scope, and quality–and in relation to achieving business, strategic, and process success through projects. It then outlines the five-level framework, detailing each level’s purpose, process, criteria, and rules for identifying a project’s performance. It applies the model to six actual IS projects, analyzing how project managers can use this framework to overcome the problems involved in successfully realizing IS outcomes.
Physical Description:  printed p. : ill.
Notes: Title from opening screen.|Includes bibliographical references.|System requirements: Adobe Acrobat Reader v. 5.
Title Statement: Five key elements to process improvement project success [electronic resource] / Harry Rever.
Main Author – Personal: Rever, Harry.
Journal Citation: PMI Global Congress 2008–North America. Proceedings, ADV30NA08.PDF.
Abstract: To improve performance, organizations will frequently launch process improvement projects. But all too often, these projects fail to deliver the results expected. This paper examines five actions that can help organizations develop and implement the process-oriented projects which will help them improve their business performance. In doing so, it describes the dynamics and the challenges involved in performing and managing each action. It then explains how project managers can successfully accomplish each action’s goals, noting the skills they must develop and the tools and techniques they can adopt and adapt.
Physical Description:  printed p. : col. ill.
Title Statement: How to find WOW! projects [electronic resource] / John Dohm.
Main Author – Personal: Dohm, John.
Journal Citation: PMI Global Congress 2008–North America. Proceedings, ADV24NA08.PDF.
Abstract: The projects which fail to meet expectations are often the projects that were not properly planned and linked to benefits. This paper examines a process that can help project managers recognize the projects with the capacity to deliver expected benefits, projects that the author terms WOW! projects. In doing so, it overviews the types of work that organizations generally perform–work to realize benefits and work to reduce costs and errors; it defines the concept of WOW! projects and describes four categories of WOW! projects. It then discusses how project managers can help their organizations pursue WOW! projects. It also identifies what project managers can do to plan and implement WOW! projects; it lists six guidelines for managing WOW! projects.
Notes: Title from opening screen.|System requirements: Adobe Acrobat Reader v. 5.
Title Statement: Reality project management–troubled projects [electronic resource] : 9 additional examples of troubled projects and recommended solutions / Joan Knutson.
Main Author – Personal: Knutson, Joan.
Journal Citation: PMI Global Congress 2008–North America. Proceedings, ADV32NA08.PDF.
Abstract: Troubled projects often share common problems. This paper defines nine problems common to troubled projects. In doing so, it explains how each problem affects project teams and their ability to implement the project. It also details several solutions–for each problem–that can help project managers prevent these problems from occurring.
Title Statement: Critical chain buffer sizing [electronic resource] : a comparative study / Alexandra B. Tenera.
Main Author – Personal: Tenera, Alexandra B.
Journal Citation: PMI Research Conference 2008. Proceedings, MP10-Alexandra Tenera_Final_051308.pdf.
Abstract: Successfully implementing a project plan hinges on the project manager’s ability to develop a schedule that accommodates both the project’s activities and its setbacks. This paper examines how project management can apply critical chain project management (CCPM) to plan uncertain project activities. In doing so, it describes–mostly in relation to the Theory of Constraints–CCPM’s six principles; it identifies the main challenges involved in using CCPM. It then outlines several equations that can help project managers calculate the underlying variability which could affect a project schedule’s critical chain activities; it explains the SMC method for developing estimated project schedule buffers, noting the logic that informs this approach and the process of using Monte Carlo Simulation for gauging project buffer sizing. It recommends an experimental design approach for assessing the impact of sizing methods; it lists the three methods which the author considered for sizing the study’s buffers. It also discusses the impact of using buffers to identify the duration of scheduled project activities; it compares the performance of different buffers and discusses this study’s findings.
Subjects: Critical Chain Method [Technique]|Theory of constraints (Management)|Project Schedule [Output/Input]–Management.|Uncertainty.
Title Statement: Success criteria and factors for international development projects : a life-cycle-based framework / Do Ba Khang, Tun Lin Mae.
Main Author – Personal: Khang, Do Ba.
Journal Citation: Project management journal. Vol. 39, no. 1 (Mar. 2008), p. 72-84.
Abstract: As previous researchers have shown, each phase in the project life cycle has its own factors for success. This article examines a conceptual life-cycle model that identifies–for each phase in the life cycle–the different sets of project success factors for not-for-profit international development projects. In doing so, it reviews the literature on defining the criteria to measure project success, explaining the three dimensions of project success, the two concepts of success (project management success and project success), and the project management competencies and concerns involved in managing development projects within developing nations. It describes the characteristics, issues, and stakeholders common to implementing international development projects; it overviews the problems that may emerge when stakeholders fail to effectively collaborate. It then outlines the proposed life-cycle-based model–developed in relation to the logical framework approach (LFA)–and lists each life-cycle phase’s key activities, players, and products. It discusses the findings of a study to validate this model, a study that surveyed the stakeholders involved in both Official Development Assistance (ODA) projects and international non-governmental organizations (INGO) operating in Vietnam and Myanmar. It identifies stakeholder views on success criteria and critical success factors for each phase in an international development project’s life cycle.
Subjects: Project Success.|International development.|Project Life Cycle.
Additional Names: Mae, Tun Lin.
Physical Description:  printed p. : ill. ; 28 cm.
Title Statement: Break the cycle / by Susan Ladika.
Main Author – Personal: Ladika, Susan.
Journal Citation: PM network. Vol. 22, no. 2 (Feb. 2008), p. 74-77.
Abstract: All too frequently, organizations that fail to successfully implement a strategic project decide to reduce or discontinue their future investments in project management initiatives. Because of this, and the belief that project management is a wasteful use of resources, senior managers often distrust project proposals and resent project management. But as experienced project managers know, failures can generate future success when organizations learn–and then apply–the lessons which failure grants. This article discusses the significance of integrating a lessons learned process into a project management practice. Based on the white paper “Lessons Learned: Taking it to the Next level” that Sandra F. Rowe presented at the PMI Global Congress 2007–EMEA (Budapest, Hungary), it discusses the purpose of embracing a lessons-learned approach and defines the five steps involved in a formal process for capturing lessons learned. It lists four questions which can help project team members identify both the problems that cause a project to fail and the attributes that enable a team to succeed. It also explains how an organization can capture, evaluate, and distribute a project team’s lessons learned, noting the significance in disseminating this information through an organization and to other project teams.
Subjects: Lessons Learned [Output/Input]|Project Success.
Additional Names: Rowe, Sandra F. Lessons learned [electronic resource] : taking it to the next level. PMI Global Congress 2007–EMEA. Proceedings, PMT02EMEA07.PDF.
Physical Description:  printed p. : col. ill. ; 28 cm.
Notes: “This article is based on material in the white paper ‘Lessons Learned: Taking it to the Next Level’ presented by Sandra F. Rowe, PMP, at the PMI Global Congress 2007–EMEA in Budapest, Hungary.”–P. 77.
Title Statement: The intersection of project success and project leadership [electronic resource] / William T. Craddock.
Main Author – Personal: Craddock, William T.
Journal Citation: PMI Global Congress 2008–Asia Pacific. Proceedings, GBS02AP08.PDF.
Abstract: Project success and project leadership share one key similarity: Project professionals debate and assert a variety of definitions for each. This paper examines the basic attributes of project success and project leadership so as to identify the point where these two concepts intersect. In doing so, it discusses the literature on the concept of change as it relates to the nature of managing projects. It describes paradigms and the impact of paradigm shifts; it defines both project successes and project leadership, identifying each concept’s major issues. It also looks at the project leader’s role in creating a project vision and the way vision influences a project team’s accomplishments. It then outlines the points at which project success and project leadership intersect. It overviews the factors which can affect the nature of this intersection.
Title Statement: On becoming a C-level executive and developing breakthrough strategies [electronic resource] / Steve Garfein.
Main Author – Personal: Garfein, Stephen J.
Journal Citation: PMI Global Congress 2008–Asia Pacific. Proceedings, PDS01AP08.PDF.
Abstract: Successfully managing a portfolio of projects demands both tactical and strategic skills. This paper–the author’s sixth PMI Global Congress paper on project portfolio management (PPM)–examines how project managers can develop a strategic model for practicing PPM and a framework for developing breakthrough strategies. In doing so, it describes the differences between tactical and strategic initiatives and outlines a strategic model for practicing PPM, explaining the key issues and objectives involved in using this model as well as showing the relationship between PPM and executive management and PPM and project and program management. It then details the framework for developing breakthrough strategies, identifying the characteristics of a strong-operating enterprise and discussing the three steps involved in creating breakthrough strategies. It looks at three companies (Boeing, Apple, Apache Helicopters) that implemented breakthrough strategies successfully and one company (Enron) that did not. It also defines the responsibilities for two new PPM-related executive positions and lists the nine differences between a portfolio manager and a strategic portfolio manager.
Subjects: Portfolio Management [Technique]|Strategic planning–Methodology.|Executives–Training of.
Physical Description:  printed p. : ill. (some col.).
Title Statement: Aligning strategy, leadership, and culture for project success [electronic resource] / Lawrence V. Suda.
Main Author – Personal: Suda, Lawrence V.
Journal Citation: PMI Global Congress 2008–EMEA. Proceedings, ADV07.PDF.
Abstract: Before making plans to improve organizational performance and develop new operational strategies, executives must first understand the culture defining their enterprise. This paper examines how project managers can most effectively align organizational strategy and culture so as to help project teams successfully implement projects. In doing so, it defines the concept of organizational culture and discusses some of the core concerns involved in understanding organizational culture. It lists four advantages to understanding organizational culture; it overviews the literature looking at how organizational culture affects business success and personal behavior. It also identifies a four-stage process for creating a unified culture that supports efforts to achieve business goals. It then discusses four archetypes–or epistemologies–of social cultures (control, collaboration, competence, and cultivation) and details the characteristics distinguishing these archetypes.
Subjects: Corporate culture.|Strategic planning.|Project Success.
Title Statement: The Hunting Territory®, optimizing project outcomes and enabling project-based organizations [electronic resource] / Istvan Gorgenyi, Rod Gozzard.
Main Author – Personal: Gorgenyi, Istvan.
Journal Citation: PMI Global Congress 2008–Asia Pacific. Proceedings, TMG02AP08.PDF.
Abstract: Organizations are increasingly realizing that market success is significantly determined by project team performance, by how well project team members cooperate, collaborate, and contribute. This paper examines an approach–known as the Hunting Territory model–that organizations can use to help their project teams perform effectively and efficiently, an approach that can help organizational leaders resolve the issues that often significantly–and usually, unnecessarily–impede a project team’s performance. In doing so, it overviews the nature of conflict within a project team and defines the concepts of cooperation and collaboration. It then outlines the Hunting Territory model, listing its three aspects as well as the three components–life cycle, structure, communication–composing the model’s System of Team Life. It details each of these components, explaining the nature of each component’s dynamics and discussing the way in which each affects a project team’s performance. It also describes the leadership actions and the project management tools that project managers can use to implement the Hunting Territory model.
Subjects: Project Management (PM)–Methodology.|Project Team–Management.|Projectized Organization.
Title Statement: Global projects [electronic resource] : how to manage them successfully? / Vittal Anantatmula, Michael Thomas.
Journal Citation: PMI Research Conference 2008. Proceedings, V02-Vittal Anantatmula.pdf.
Abstract: As more organizations expand the operations to compete in the global marketplace, more project managers are routinely managing global projects, and with this, navigating their way through the myriad of issues, influences, and challenges involved in managing culturally diverse and globally located project teams. This paper examines the inter-relation of the enablers and barriers involved in implementing global projects. In doing so, it defines the concept of a global project, listing its three dimensions; it overviews the field’s literature on the enablers and barriers of global projects, identifying twelve key factors which project managers and project teams working on global projects most commonly encounter and must frequently leverage or resolve, factors that can significantly affect a global project’s outcome. It describes the authors’ two research methodologies–including interpretive structural modeling (ISM)–to explore the dependency relations which affect (positively and negatively) the outcomes of global projects. It also reports the authors’ survey findings and outlines their comprehensive global projects success model, noting the five factors which can impact a project’s outcome. It then analyzes the critical roles and responsibilities of project managers and project teams working on global projects, discussing these–and the enablers and barriers–in relation to a logical flow of causal influences.
Subjects: Globalization.|Virtual Team–Computer networks.|Project Success.
Title Statement: Project management in a flat world [electronic resource] / Scott Matta.
Main Author – Personal: Matta, B. Scott.
Journal Citation: PMI Global Congress 2008–North America. Proceedings, ADV14NA08.PDF.
Abstract: Managing a global project successfully involves mitigating and resolving a myriad of unfamiliar conditions and unforeseeable events. This paper examines the lesser-known challenges involved in practicing project management globally. In doing so, it defines five types of projects and discusses approaches to obtaining executive commitments and local support–and for maintaining these commitments and support once these are obtained; it explains four challenges that the author experienced as forces which can interfere with a global project’s progress. It describes methods that project managers can use to prevent these challenges, looking also at the challenges in–and possible solutions for–defining stakeholder expectations, communicating project messages, and establishing ownership and building commitment. It then identifies potential problems that could impair a global project team’s performance and suggests solutions for preventing these performance issues.
Subjects: Project Team–Management.|Multinational work teams.
Title Statement: Success of projects in different organizational conditions / Irja Hyväri.
Main Author – Personal: Hyväri, Irja.
Journal Citation: Project management journal. Vol. 37, no. 4 (Sept. 2006), p. 31-41.
Abstract: As more companies implement projects to achieve their objectives, many of these companies are also using project management to best accomplish their goals. Despite this development, the literature lacks a clear view on what enables projects to succeed and what causes projects to fail. This article examines a survey on the factors critical to project success and failure, factors relating to different organizational conditions and project phases. In doing so, it reviews the literature on project success and discusses the field’s gap in research on project success within organizational contexts and its lack of knowledge about different success factors for different project phases. It explains a study on the factors of project success and project failure, one that involved a 54-question survey administered in 2002 to 25 Finnish project managers, one that explored how organizations practice project management. It then describes the survey results, classifying into one of nine categories the projects that the participants implemented during the 12 months prior to this study; it lists each surveyed project’s critical success/failure factors, analyzing the relationships between the top three success factors for five different categories. It describes the author’s use of a project implementation profile (PIP) to minimize bias when comparing these relationships against the results of previously published studies. It explains the significance of these findings.
Physical Description:  printed p. : ill., port. ; 28 cm.
Journal Citation: PM network. Vol. 20, no. 12 (Dec. 2006), p. 21-22.
possess the capacity to realize.
Corp. Author: Project Management Institute.
Phys. Description:  p. : col. ill., port. ; 28 cm.
Journal Citation: PMI Global Congress 2006–Asia Pacific. Proceedings, MPM02.PDF.
Contained in: PMI Global Congress 2006–Asia Pacific. Proceedings.
Abstract: Without the active participation and support of executives, even the best planned project will most likely fail. To counter a lack of executive involvement, project managers must use many sources of power to influence an executive’s contribution and commitment. This paper looks at how project managers can obtain an executive’s support. In doing so, it examines why the evolving and expanding definition of project success creates project environments that make project managers more dependent on executive participation. Informed by the author’s experience leading a program to mature project management within a large organization as well as to train more than 1,000 project managers a year, it defines the project role that executives play, identifies the evolving definition of project success, and details the impact of both in relation to project managers and their work. It then lists ten actions that executives can implement to help their project managers successfully realize projects. It also lists eight questions that executives should ask of their project managers and outlines eight actions that project managers can use to spur executives into action.
Phys. Description:  p. : col. ill.
Physical Description:  printed p. : ill., ports. ; 28 cm.
Journal Citation: PMI Global Congress 2005–North America. Proceedings, PWP07.PDF.
Contained in: PMI Global Congress 2005–North America. Proceedings.
arranged into nine sections that coincide with the PMBOK® Guide’s nine Knowledge Areas.
degree and rate of IT project success. We develop five hypotheses to test this assertion.
A study of critical success factors of information system projects in China / Chao Dong, K. B.
Chuah, and Li Zhai. 2004., 15 p.
Author(s): Rad, Parviz F., 1942-.
Journal Citation: PMI Global Congress 2004–North America. Proceedings, PMP08.PDF.
category is highlighted and discussed. Includes bibliographical references.
Editor: Rad, Parviz F., 1942- Levin, Ginger.
Additional Names: Bryde, David James.|Robinson, Lynne.
down the barriers and introduce an effective stakeholder management process.
Physical Description: 19 printed p.
Adobe Acrobat Reader v. 5.
Title Statement: Knowing right from wrong [electronic resource] : what research tells us about ways to increase the chances for project success / Marv Goldstein.
Main Author – Personal: Goldstein, Marv.
Abstract: Project managers and executives have both long searched for a method to determine the value of practicing project management. And what most have come to rely on are financial measures that gauge project success based on the return on investment (ROI) the initiative generates. This paper argues that project managers and executives should instead determine project value according to the discipline’s capacity to increase the project team’s chances of realizing projects as planned. In doing so, it puts forward three attributes of project failure and three attributes of project success. It then examines five studies (i.e., The Standish Group, KPMG) that identify the reasons causing project failure. It also details the common business and behavioral competency failures that the Gartner Group, in its study, consider common to all failed projects. It subsequently describes the results of ten other studies: these recognize the reasons determining project success. This paper concludes by putting forward three attributes that can help project managers increase their chances of realizing projects as planned; it closes by pointing out two enablers that are necessary for creating a project environment in which project managers can use the three above-mentioned attributes.
Journal Citation: PM network. Vol. 14, no. 7 (July 2000), p. 21.
Title Statement: Developing superior project teams : a study of the characteristics of high performance in project teams / Edward J. Hoffman, Claire S. Kinlaw, and Dennis C. Kinlaw.
Journal Citation: PMI Research Conference 2000. Proceedings, p. 29-35.
Abstract: Despite the close relationship between project management and teams, there is little literature about team development in the context of project work. Throughout much of the history of project management the majority of the work has focused on the tools and techniques, as opposed to the human side, which typically has been covered quickly. Furthermore, much of the team development material covered has emphasized findings pertaining to non-project organizations. This original study explores the relationship between project success and team development, identifies the characteristics of superior project teams, and indicates the behaviors associated with project managers of high performing teams.
Subjects: Develop Project Team [Process]|Project Success.
Additional Names: Kinlaw, Claire S.|Kinlaw, Dennis C.
Physical Description:  printed p. ; 28 cm.
Title Statement: The role of project management software in project management process and project success / Janis Grevins, Lawrence G. Sanders, Nallan Suresh.
Main Author – Personal: Grevins, Janis.
Journal Citation: PMI Research Conference 2000. Proceedings, p. 265-270.
Abstract: There are many software tools that are specialized to varying degrees in project management, as well as numerous general business software packages that support project management. However, there have been no empirical studies that investigate software use in project management. This research investigated the factors that influence the effects of such software on project success and also addressed how project management software affects process efficiency. The paper presents a theoretical model to investigate the effects of project characteristics, project management team characteristics and user training satisfaction on the uses of project management software.
Subjects: Project Management Software [Tool]|Project Success.
Additional Names: Sanders, Lawrence G.|Suresh, Nallan C.
Main Author – Personal: Burnette, Donna K.
Journal Citation: PM network. Vol. 14, no. 11 (Nov. 2000), p. 61-63.
Abstract: There is a trend in project management to evaluate project success quickly and superficially. The criteria for real success goes beyond simply asking if the project came in on time and under budget. Trends indicate a changing profile of those people who are choosen to lead projects. This article offers a new paradigm for project management, expanding the static categories of time, cost, and scope. It includes strategic thinking, continual reassessment of risks and opportunities, and sensitivity to stakeholders. Tips are offered on communicating project management principles, as the skill-building approach yields to a more holistic and integrated, culture-creation approach.
Main Author – Personal: Dinsmore, Paul C.
Journal Citation: PM network. Vol. 14, no. 12 (Dec. 2000), p. 21-22.
Abstract: This brief article discusses the dimensions of knowledge (project management and general management knowledge) and awareness (personal, organizational, and global awareness) that impact project success.
Main Author – Personal: Jones, Elden F., II.
Journal Citation: PM network. Vol. 14, no. 2 (Feb. 2000), p. 39-42.
Abstract: Risk management (RM) is a method of ensuring that, for a specific project, all risk events are identified, qualified, and handled. The article, relying on the principles of the PMBOK® Guide, overviews the concepts used in RM, provides definitions of key terms, and explains how RM can be used in a disciplined way to add value to a project and increase its probability of success. Decision trees and Monte Carlo simulations are discussed as two approaches to qualified risk analysis. Once the RM process has been completed, it is important to maintain the risk set, and review and adjust it periodically.
Title Statement: Enhancing drug development planning through the use of facilitated planning [electronic resource] / Martin D. Hynes III … [et al.].
Journal Citation: PMI Seminars & Symposium. Proceedings, 2000, 20419.PDF.
Abstract: The development of new drugs is a long, complex and costly process. Given these factors, it is important to have a well thought-out and documented drug development plan. Historically, a variety of different approaches have been utilized to build these plans with variable success. During the past year, we have dramatically changed our approach to the planning of new drug development activities. These changes have focused on a facilitated “rolling wave” approach to planning which includes building a detailed plan to the next major milestone. A higher level plan to milestones that are further out is also developed.|These detailed plans are created during intensive sessions which are usually several days in duration. The development plans are built by a cross-functional group of scientists and project managers assigned to the drug development team. These team members are supported by trained facilitators who assist the team in the development and documentation of the plan. These facilitated planning sessions include the following activities:|1. A review of background scientific and development data.|2. Developing an in-depth understanding of each team member’s roles and responsibilities during the drug development process.|3. The development of Critical Success Factors that provide the basis for decision making as the project progresses.|4. The development of a detailed timeline to the next major milestone utilizing critical path methodology and a high level timeline to future milestones, i.e., in|IND or NDA submission.|5. A risk management evaluation which identifies major risks for which prevention and contingency plans are created.|The development plan is documented in a Program Team Plan which includes a Microsoft Project timeline and budget spreadsheets. This document is approved by a management committee and serves as the team’s guide for all activities through the next major milestone. This document is then published to the global development organization.|The benefits of these facilitated planning sessions include:|1. The intensive time spent during the session leads to a reduced time for plan development.|2. A high level of interaction leads to greater ownership of the plan by the cross-functional team members.|3. Team members obtain a greater understanding of key hand-offs and cross-functional dependencies in the plan.|4. The overall quality of planning is greatly improved.|5. The interactive, cross-functional team building leads to higher performing teams.|6. Increased probability of achieving the milestones as described in the plan.|This presentation will review the objectives and deliverables of these facilitated planning sessions. It will also review the processes used to meet these objectives and deliverables. The presentation will also review implementation suggestions for those companies who are interested in initiating these intensive facilitated planning sessions.
Additional Names: Hynes, Martin D.|Konechnik, Thomas J.|Burris, Sheryl L.|Broughton, M. Christine (Mary Christine)|French, Stephanie A.
Notes: Title from opening screen.|Additional authors: Thomas J. Konechnik, Sheryl L. Burris, Mary Chris Broughton, Stephanie A. French.|Includes bibliographical references.|System requirements: Adobe Acrobat Reader v. 5.
Main Author – Personal: Elenbaas, B.
Journal Citation: PMI Seminars & Symposium. Proceedings, 2000, 20336.PDF.
building project management credibility in the process.
Subjects: Initiating Processes [Process Group]|Project Success.
Main Author – Personal: Baker, Bud.
Journal Citation: PM network. Vol. 14, no. 12 (Dec. 2000), p. 19.
greatest probablity for project success.
Contained in: PMI Seminars & Symposium. Proceedings, 2000.
as they are an integration of people, processes and plans in an ever-changing environment.
assessment factors may require modification or extension. Includes illustrative matter.
Notes: Title from opening screen.  printed p. System requirements: Adobe Acrobat Reader v.
Title Statement: The logical framework method for defining project success / David Baccarini.
Main Author – Personal: Baccarini, David.
Journal Citation: Project management journal. Vol. 30, no. 4 (Dec. 1999), p. 25-32.
elusive. The project team must have a clear understanding of their project success objectives.
management success deals with outputs and inputs.
Title Statement: Measuring project success / Mark Freeman, Peter Beale.
Main Author – Personal: Freeman, Mark.
Journal Citation: Project management journal. Vol. 23, no. 1 (Mar. 1992), p. 8-17.
financial factors for evaluating success of a business venture.
estimates for those five dimensions.
characteristics to improve its control over project success.
E. S. Andersen, D. Birchall, S.A Jessen, A. H. Money (2006) Exploring project success.
Baltic Journal of Management, Vol.1,No.2, p 127-147.
shows the problem of multicolinearity, which appears to be excessive in the use of PIP.
from the so-called traditional HRM?
and actual achievements. Managerial and theoretical implications are discussed.
Title Statement: Seven causes of project failure [electronic resource] : how to recognize them and how to initiate project recovery / Richard Discenza, James B. Forman.
Main Author – Personal: Discenza, Richard.
Journal Citation: PMI Global Congress 2007–North America. Proceedings, ADV26.PDF.
Abstract: Each year, organizations around the world expend much of their resources in implementing projects that ultimately fail for reasons complex and oftentimes, for reasons simple. This paper examines how organizations can recognize the signs of project failure and how they can save failing projects. In doing so, it describes seven reasons that the authors have identified as most often causing project failure. It categorizes these reasons into one of three factor-based categories–people, processes, and communications–and outlines a five-phase process for assessing failing projects, noting this process’s primary concepts, variables, and activities. It also lists the assessment team’s key areas of focus when performing project assessments. It then discusses an approach for assessing a project, explaining the processes involved in administering and analyzing project-related questionnaires, conducting interviews with project team members, and articulating and presenting the assessment’s findings. Accompanying this paper is a 20-question survey that the authors developed to gather–from key project team members–vital information about failing projects.
Additional Names: Forman, James B.
Title Statement: The afterlife / by Peter Fretty.
Main Author – Personal: Fretty, Peter.
Journal Citation: PM network. Vol. 21, no. 8 (Aug. 2007), p. 40-45.
Abstract: Project mistakes are forgivable only when the project manager responsible for the mistakes learns from the failure and uses the knowledge gained to better manage future projects. This article discusses the upside of project failure, of how failure can help inexperienced project managers acquire the knowledge, competencies, and wisdom they need to manage future project assignments of increasing complexity. In doing so, it overviews why failures occur and how project managers can control the damage that failures generate. It also identifies how project managers can extract from their failures the learning that each has to offer. It then outlines a three-step recovery process that project managers coming off failed projects can use to gain the trust and respect of their future project teams and future project stakeholders.
Physical Description:  printed p. : col. ports. ; 28 cm.
Title Statement: Crunch time / by Tom Sullivan.
Main Author – Personal: Sullivan, Tom.
Journal Citation: PM network. Vol. 21, no. 12 (Dec. 2007), p. 48-53.
Abstract: All project managers know the demands–both the professional and the personal–of working against tight schedules. But when project managers and project teams must continuously work overtime to meet unrealistic deadlines, they will not only lose interest in their work, they will often burnout. Some may also express dissent; some may leave. Many will probably perform below their abilities. This article discusses how project managers can avoid the pressure of continuously working long hours to meet tight deadlines. In doing so, it describes several approaches that project managers have successfully used to keep their projects on-track without over-burdening their project teams. It also overviews some of the reasons that can cause a project to slip behind schedule. It then identifies a few of the issues and tactics that can help project managers better manage their project schedules. Accompanying this article is a sidebar listing ten factors that most often cause project failure.
Physical Description:  printed p. : col. ill., ports. ; 28 cm.
Title: Why do projects really fail?
Journal Citation: PM network. Vol. 20, no. 3 (Mar. 2006), p. 44-48.
Abstract: The reality of the project management field is that some projects will fail. But some of these failures are easily avoidable. This article examines how organizations can avoid failure. In doing so, it describes what organizations can easily do to more successfully manage projects and how organizations can more effectively save failing projects. It identifies the key signs of failing projects and the common–and unsuccessful–ways of dealing with failure. It then outlines a four-step system for finding the cause of a project’s failure and a method that can help organizations salvage failing projects. It concludes by identifying an approach that can help organizations shift the way they think about–and mitigate–project failure. Accompanying this article are two sidebars: The first lists six signs indicating project failure and five methods for avoiding failure; the second identifies the top ten factors causing IT project failure.
Phys. Description:  p. : ill. (some col.), ports. ; 28 cm.
Main Author: Sutterfield, J. Scott.
Additional Names: Friday-Stroud, Shawnta S.|Shivers-Blackwell, Sheryl L.
Abstract: The standard process used by the United States (US) Department of Defense (DOD) to implement its projects is highly complex: It involves numerous and varying structural, behavioral, and environmental factors, including the simultaneous management of competing stakeholders. This article examines the lessons learned from a failed DOD project–the Lighter Amphibian Heavy-Lift (LAMP-H) vehicle–so as to outline a framework known as the project stakeholder management (PSM) strategy. In doing so, it defines stakeholder theory, project stakeholders, and the PSM’s purpose; it overviews LAMP-H’s development and subsequent failure, explaining the opposing stakeholder views about the vehicle’s operability as well as the project manager’s attempts to define the project’s scope and build stakeholder consensus; it also looks at the US Army’s organizational restructuring and describes how this change led to the LAMP-H project’s failure. It then details–in relation to the existing literature–six lessons learned from this project and discusses the nine steps involved in implementing PSM.
Abstract: Failure is a common outcome of complex projects. To understand project failure and learn from such mistakes to improve future performance, many organizations institute lessons-learned sessions during and after their projects. But such sessions often miss the deeper reasons why projects fail, reasons often more clearly identified through modeling approaches like cognitive mapping. This article examines how organizations can use cognitive mapping to identify a project’s causal chains and understand the causes of a project’s failure. In doing so, it reviews the literature on the root causes of project failure and the need to learn from projects; it identifies four dimensions of project success, three factors for managing projects successfully, and eight factors of project failure. It reviews research on why organizations frequently fail to learn from projects and on how organizations can learn from projects by using cognitive mapping and system dynamics. It then uses cognitive mapping to analyze the failure of a software project for an insurance company. It explains the study’s findings and the two types of cognitive maps–pre-launch maps and post-launch maps–that the authors developed to assess this project, maps that evaluate such performance elements as feedback loops, trigger events, central concepts, and outcomes. It recommends how the insurance company can best implement–and learn from–future projects and improve its learning processes.
Title Statement: Project failure–12 mistakes to avoid [electronic resource] / Dennis Sommer.
Main Author – Personal: Sommer, Dennis.
Journal Citation: PMI Global Congress 2004–North America. Proceedings, PMP05.PDF.
Abstract: Although The Standish Group’s Chaos Report (2003) showed–in comparison to its previous findings–that over the past decade, a greater number of projects did achieve a successful outcome, it also revealed that two out of three present-day projects usually fail. This paper examines twelve reasons why projects fail, reasons that the author identified through roundtable discussions with information technology (IT) professionals and business executives. It defines each reason and explains the obstacles causing each problem. It also suggests actions that project professionals can implement to possibly prevent these mistakes from occurring.
Feng-Chi Lu, Lauren Mandy, Derek C. Smith. 2004., 14 p.
The CHAOS reports from the Standish Group International (1994,1999) classify only one-third of information technology (IT) projects as successful. The research literature argues that the behavioral, organizational, and management issues – stakeholder management, in particular – require urgent attention to improve this situation. This research investigates whether an IT project management approach that focuses on the needs of stakeholders leads to an improved degree and rate of IT project success. We develop five hypotheses to test this assertion. While the quantitative data were useful for limited statistical testing, the qualitative data provided rich information, offering insight into the perceptions, attitudes, and behaviors of project managers (PMs). We determined that the level of effort expended by PMs on troubled projects was substantially higher than on successful projects. When comparing the average level of involvement by stakeholders in successful and challenged projects, the stakeholders were significantly more involved in the successful projects. Our qualitative data suggests that the nature of this involvement is particularly important. Includes bibliographical references and illustrative matter.
Newtown Square, PA Project Management Institute; 2004,  p. : col. port. ; 28 cm.
The author discusses the experience of failure as a vital and necessary part of one’s development as a professional and as a leader. He asserts that failure is an opportunity to obtain the wisdom that makes future professional success possible.
Abstract: If only 26% of all projects succeed, then having a failed project is not a remote possibility. This presentation will tell you some of the reasons projects fail and also help you uncover ways to prevent it from happening to your projects. Come join an inspiring, insightful, and humorous look at why projects fail and how to prevent it.
Main Author – Personal: Bailey, Alan.
Journal Citation: PM network. Vol. 12, no. 8 (Aug. 1998), p. 29-34.
Abstract: Computer system implementations have a high failure rate. This article proposes a methodology which accounts for common mistakes in these projects. Planning approaches can be divided into planning which is structured, and planning which is looser and iterative. Both approaches offer advantages and disadvantages, but it is more important to manage risks, understand the nature of the intended change, and have clear business objectives that are specific and measurable. A balanced use of linear, exploratory, and personal management approaches can be used to avoid the usual overemphasis in computer systems on tangible factors at the expense of conceptual and personal effects. It is possible to plan computer-related projects in a way that is realistic and practical by using a flexible approach which, while not totally precise, provides a clearer view of achievable goals.
Main Author – Personal: Pinto, Jeffrey K.
Journal Citation: PM network. Vol. 11, no. 5 (May 1997), p. 29-31.
Abstract: This article, excerpted from What Made Gertie Gallop? Learning From Project Failures, discusses twelve important contributing causes of project failure: 1) ignoring the project environment; 2) pushing a new technology to market prematurely; 3) neglecting to build a fallback position; 4) sanctioning key personnel for problems; 5) neglecting new ideas; 6) failing to conduct feasibility studies; 7) an unwillingness to admit failure; overmanaging the project and team; 9) failing to conduct post-failure reviews; 10) not understanding project trade-offs; 11) allowing politics and infighting to affect key decisions; and 12) having ineffectual leadership. Realistically, failure must be seen as a possibility for any project, but this is no cause for discouragement because failures provide valuable experience and grist for wisdom.
Abstract: Project failures are due to many causes. This article presents the results of a survey of 70 professional engineers who were asked to rate 70 prospective reasons for project failure. The most common answer related to inadequate planning, project definition and scope. Other common reasons that were given for project failure included: changed project specifications, incompetent project management, unrealistic scheduling, lack of top management support and involvement, improper funding, inability to contain costs, inadequate resource allocation, poor information management, faulty incentives, failure to assess risks, and supplier defaults. Many of these causes are interrelated and can be mitigated if foreseen ahead of time. The study recommended that project stakeholders be brought into a thorough planning process.|Includes illustrative matter.
**Note: Links may have to be “cut” and then “pasted” into URL address box. You will know to do this if you are either prohited to access links, or asked to logon.
Standish Group Web-site at http://www.standishgroup.com/index.php for Chaos 2007 research results.
Standish Group — authors of the ongoing CHAOS Chronicles, www.standishgroup.com. If you search at their site from the home page search box on “Project Management” you can get some selected excerpts of CHAOS findings.

References: v. 
 v. 
 V. 
 V.

 v. 
 v. 
 v.