990-13产品经理:Critical success factors in project management. To fail or not to fail, that is the quest

Critical success factors in project management. To fail or not to fail, that is the question! 项目管理的关键成功因素。失败还是不失败，这是个问题！

Abstract

Why do some project fail and some succeed? What went wrong? What are the key factors for the result of a project? These questions are asked by professionals dealing with projects thousands of times per year globally. To answer some of these questions research was carried out with a group of experts on factors influencing the project management process and identification of critical success factors.

Based on the research, out of the sixty one factors influencing project management process, fifty four were identified as significantly influencing the project management process. These factors were grouped, based on assumptions in the paper’s classifications as having: substantial, large, medium, small and negligible influences on the success of the project.

Based on the assumed factors classification the critical success factors were determined within a group of factors having substantial influence on the success of the project.

为什么有些项目失败了，有些项目成功了？出什么问题了？项目结果的关键因素是什么？这些问题是由每年在全球范围内数千次处理项目的专业人员提出的。为了回答其中的一些问题，与一组专家就影响项目管理过程的因素和确定关键成功因素进行了研究。

研究结果表明，在影响项目管理过程的61个因素中，有54个因素对项目管理过程有显著影响。根据文件分类中的假设，将这些因素归类为：对项目成功的重大、大、中、小和可忽略的影响。

在假设因素分类的基础上，在一组对项目成功有重大影响的因素中确定了关键成功因素。

Introduction

Every Project Manager would like to run a project that finishes with success but only the minority do in reality. According to Standish Group (2003) the majority of projects (67 % in 2002) run out of budget or time significantly. Why does it happen? What are the reasons that a project could fail? Are there any factors that could influence the project management process and as result lead to the project success or failure? To determine these factors a group of Project Managers was asked to review their realised projects and point out the factors that had influence on the project success and failure.
每一个项目经理都想运行一个成功的项目，但只有少数人在现实中做到了。根据Standish Group（2003年），大多数项目（2002年为67%）严重超出预算或时间。为什么会这样呢？一个项目可能失败的原因是什么？是否有任何因素会影响项目管理过程，从而导致项目的成功或失败？为了确定这些因素，一组项目经理被要求审查他们实现的项目，并指出影响项目成功和失败的因素。

Experts Research

A research poll was done throughout the Project Managers (as Experts) having at least five years of experience and having completed at least three projects. The poll was based on the questionnaire placed on the Web site and covered the following areas:
在所有项目经理（作为专家）中进行了一项研究调查，这些项目经理至少有五年的经验，并至少完成了三个项目。这项调查是根据放在网址上的问题单进行的，涉及下列领域：

• project integration,
• project scope,
• project communication,
• staff fluctuation,
• project schedule,
• project budget,
• project resources,
• reporting and monitoring the project,
• resistance to the project,
• project context.
  -项目整合，
  -项目范围，
  -项目交流，
  -工作人员波动，
  -项目时间表，
  -项目预算，
  -项目资源，
  -报告和监测项目，
  -对项目的抵制，
  -项目背景。

The survey method

82 experts were invited to participate in the research as experts. The questionnaire was divided into three parts. In the first part Project Managers were asked to rank the factors on the scale from “-3” to “+3” the influence of a given factor on the project success or failure (Exhibit 1), where “-3” means strong influence on the project failure and “+3” means strong influence on the project success. The factors presented to the project managers were grouped into 10 already mentioned areas and the total number of factors were 61.

The second part was to collect the information about the knowledge and experience of the Project Managers have and how they acquire it.

The third part was to collect the information about the project realised by Project Managers in terms of type, budget and time.

The total number of questions was 205.

To fulfil the purpose of this paper the results of the first part of research are presented and discussed in this paper.

82名专家应邀作为专家参加了研究。问卷分为三个部分。在第一部分中，项目经理被要求从“-3”到“+3”对某一因素对项目成功或失败的影响进行排序(表1)，其中“-3”表示对项目失败的强烈影响，“+3”表示对项目成功的强烈影响。向项目管理人员提出的因素分为10个已经提到的领域，因素总数为61个。

第二部分是收集项目经理的知识和经验以及他们如何获得这些知识和经验的信息。

第三部分是收集项目经理在项目类型、预算、时间等方面的项目信息。

问题总数为205个。

为了达到本文的目的，本文对第一部分的研究成果进行了介绍和讨论。

Research Description

All the experts taking part in the research know at least one project management methodology. The biggest number (83%) knew PMBOK as described by Project Management Institute (PMI®). The next best known was PRINCE 2 (41%). After this 32% were methods and technique worked out by the companies themselves.
The PM experts found out about formal methodology during their work (61%). They acquired the knowledge from the professional press and books (43%), during the training and courses (10%) and dedicated studies (6%).
All the experts with different areas of knowledge of methodology in their work are conceptualised in Exhibit 2.
研究描述
参与研究的所有专家都至少知道一种项目管理方法。了解项目管理知识体系的人数最多（83%），如项目管理协会（PMI®）所描述的那样。第二个最著名的是PRINCE 2（41%）。在此之后，32%是由公司自己制定的方法和技术。
项目管理专家在工作中发现了正式的方法论（61%）。他们从专业出版物和书籍（43%）、培训和课程（10%）和专门学习（6%）中获得知识。
所有的专家在他们的工作中具有不同领域的知识的方法在表2中被概念化。

The experience of the experts on the project management field was as follows: working with projects on average for 9 years (median: 7 years); planned on average 21 projects (median: 10), completed on average 20 projects (median:14), with average budget of 2 million $ (median: 150 thousand $) and average project team of 10 people (median: 8).
The majority (80%) of the researched experts managed:
Project Scope.
Project Resources.
Project Budget.
Project Communication.
Project Time.
Only 50 % of experts managed in practice:
Project Integration.集成
Project Risk.
Project Quality.质量
Project Procurement.采购

项目管理领域专家的经验如下：平均从事项目工作9年（中位数：7年）；平均规划21个项目（中位数：10个），平均完成20个项目（中位数：14个），平均预算200万美元（中位数：15万美元），平均项目团队10人（中位数为8）
大多数（80%）的研究专家管理：
项目范围。
项目资源。
项目预算。
项目交流。
项目时间。
只有50%的专家在实践中管理：
项目集成。
项目风险。
工程质量。
项目采购。

Results presentation 成果列报

Absolute mean values from the range 2 to 3 were obtained by the following factors: (Exhibit 3):
Formal establishing of the Project Manager A1
The project goal clear and measurable set B1
Project Manger’s competencies A13
Formal establishing of the Project Team A2
High authority of the Project Manager A5
Top Management support for the project A14
Project Managers experience A16
Effective communication procedures C1
Project team competencies A11
Adequate style of management of the Project Manager A6
Monitoring and change control within the project H5
Motivation of the Project Team A19
Motivation of the Project Manager A18
Monitoring and risk management for the project H6
Periodical reports for the Project Manager H3
Different types of interested people involved in the project I3
Ad-hoc meetings of the project team C4
Bottlenecks in the information flow C6
The same project manager in the project planning and execution phases A8
Using tools and techniques H7

范围2至3的绝对平均值通过以下因子获得：（表3）：
正式设立项目经理A1职位
项目目标的明确性和可衡量性B1
项目经理的能力A13
正式成立项目小组A2
项目经理的高度权威性A5
高层管理人员对项目的支持A14
项目经理经验A16
有效的沟通程序C1
项目小组能力A11
适当的项目经理管理风格A6
项目内部的监控和变更控制H5
项目团队的动力A19
项目经理的动机A18
H6项目的监测和风险管理
项目经理的定期报告H3
参与I3项目的不同类型的感兴趣的人
项目小组的特别会议C4
信息流中的瓶颈C6
在项目规划和执行阶段的同一个项目经理A8
使用工具和技术H7

Exhibit 3. Factors absolute mean values from the range [2;3].
三号证物。范围【2；3】中的因子绝对均值。

For result categorisation presentation and understanding of the assumed scale of results from 0 – 3, it was divided into ranges [0,0 - 1,0]; (1,0 – 1,5]; (1,5 – 2,0]; (2,0 – 2,5], (2,5 – 3,0]. For better results presentation it was assumed that the percentage scale would be introduced as follows: 0 means 0% and 3 means 100%, which makes the following ranges: [0% – 33%], [34% – 50%]; [51% – 66%]; [67% – 83%], [84% – 100%]. Based on assumptions in the study classifications of ranges was projected as having: substantial, large, medium, small and negligible influences on success of the project (Exhibit 4) and the groups of factors determined (Exhibit 5).
为说明和理解0-3假设的结果尺度，将其分为[0，0-1，0]；(1，0-1，5]；(1，5-2，0)；(2，0-2，5)，(2，5-3，0)。为了更好地列报结果，假定将按如下方式采用百分比尺度：0表示0%，3表示100%，即得出以下范围：[0% - 33%], [34% - 50%]; [51% - 66%]; [67% - 83%], [84% - 100%]. 根据研究中的假设，范围的分类被预测为：对项目成功有重大、大、中、小和可忽略不计的影响（表4），以及确定的因素组（表5）。

Exhibit 4. Classification of the factors influencing project success
四号证物。项目成功的影响因素分类

Exhibit 5. Groups of factors having substantial, large, middle, small and negligible influences on success of the project
Based on the assumed factors classification the Critical Success Factors (CSF) were determined within a group of factors having substantial influence on project success (Exhibit 6).
证物五。对项目成功有重大、大、中、小和可忽略不计影响的因素组
基于假设的因素分类，在一组对项目成功有实质性影响的因素中确定了关键成功因素（CSF）（表6）。

Exhibit 6. Critical Success Factors (CSF) in the assumed classification of the factors influencing project process
证物六。关键成功因素（CSF）中对项目过程影响因素的假设分类

Summary

Among the whole factors classification the most important are factors having substantial influence on project success which are:
a) Formal establishing the Project Manager, with 93% influence on the project success;
b) Project Manager competencies, with 88% influence on the project success;
c) High authority of the Project Manager, with 85% influence on the project success;
d) The project gaol set in a clear and measurable way, with 90% influence on the project success;
e) Formally establishing a Project Team, with 86% influence on the project success;
g) Top Management support for the project, with 84% influence on the project success.
As the first three factors (a, b, c) are thematically bounded, the Critical Success Factors are assumed as:
Project Manager formally established who is competent and has a high level of authority.
The project goal clearly set.
Establishing an experienced and competent project team.
Top management support for the project.
总结
在整个因素分类中，最重要的是对项目成功具有实质性影响的因素，它们是：
a）正式设立项目经理，项目经理对项目成功的影响达93%；
b）项目经理的能力，对项目的成功有88%的影响；
c）项目经理的权威性高，对项目成败有85%的影响力；
d）项目目标明确且可衡量，对项目成功有90%的影响；
e）正式成立项目组，对项目成功有86%的影响力；
g）最高管理层对项目的支持，对项目的成功有84%的影响力。
由于前三个因素（a、b、c）在主题上是有界的，因此假设关键成功因素为：
项目经理的正式成立，谁是合格的，并具有较高的权威。
明确设定的项目目标。
建立一支有经验、有能力的项目团队。
最高管理层对项目的支持。