Project Success And Success Criteria - 1376 Words

2.4 Project Success and Success Criteria The idea of the project success and its criteria has remained vague, due to the wide perspective it carries (Liu and Walker, 1998). Project success has always been seen as an abstract notion, thus it is very complex to determine if a project is a success or not (Chan et al, 2002). Thus, the criteria for measuring the project’s success are normally agreed and accepted by all parties, before beginning the project. Else, it is hard to control the trajectory of the project, with all team members finding it hard to focus in one direction. The Success of the Project management is measured through the three key components – Time, Cost and Quality. The success of the project is typically measured based†¦show more content†¦This combination is very popular by name, The Triple constraint or The Iron Triangle or The Project Management Triangle. Schedule, cost and quality are the three primary variables of a project. When one of these parameters alters, the other two parameters will also change correspondingly. The way the project is delivered within these constraints, it impacts the quality of the project outcome, either positively or negatively. 2.5 Project Work-breakdown Structure In order to plan and properly execute a large project, it must be broken down into smaller levels in an organized manner (Shlomo Globerson, 1994). The Work Breakdown Structure (WBS) is a structured approach of breaking down the project using a deliverable-oriented hierarchical structure, which helps the team to accomplish objectives and deliver per plan. Each descending step of the WBS represents an improved and detailed explanation of the work to be executed (PMBOK 4th edition, 2008). Robert K. Wysocki and Rudd McGary explain that Work-breakdown structure as a hierarchical detail of the work to be completed, as described in the project definition statement. The WBS helps to organize the project scope in a structured manner; this represents the work specified in the project definition statement (PMBOK 4th edition, 2008). The process of breaking down the project scope into activities, tasks and subtasks is called decomposition. Decomposition helps to estimate the project duration, calculate the