PA.

7410 Project Planning, Analysis, and

Management
Master of Public Administration (English
Programme)
Important Success Factors in
Effective Project Implementation:
The Consideration of Academic
Models

Associate Professor Dr. Pakorn Priyakorn

Graduate School of Public Administration
National Institute of Development Administration
 Presentation Outline

• What is successful project implementation

• Consider four important project implementation models
1) Paul C. Dinmore: Project management’s ten
commandments
2) Jeffery K. Pinto and Dennis P. Slevin: Ten critical
success factors in project implementation
3) Linn C. Stuckenbruck: Integration of essential
functions of project management
4) Peter W. G. Morris: Strategies for managing major
projects
 Lesson learned from the project implementation profile
 Introductory notes

• Attempts to understand the process of project

management, involving the successful implementation
of projects in organizations, represent a problem of
continual concern and interest to both researchers and
project managers.
• Much has been written to assist project managers in
their efforts to more effectively manage and guide a
variety of organizational projects.
• Both empirical and conceptual approaches have been
applied to the study of the project implementation
process.
 Introductory notes: cont.

• As a result, a wide range of critical factors or project dynamics have

been uncovered which have been found to significantly contribute to
project success (e.g., sufficient available resources or top
management support).
• While these findings have had an important impact on project
managers, helping them to better manage their projects to
completion.
• Few researchers have attempted to determine how the “importance”
of these critical factors may fluctuate as a result of changes in the
life cycle of the project.
• In other words, it may be likely that some “critical” factors become
more or less critical to project success depending upon the phase in
its life cycle the project currently occupies.
•
 What is successful project
implementation ?

• A project is generally considered to be successfully

implemented if it
1) Comes in on-schedule (time criterion).
2) Comes in on-budget (monetary criterion).
3) Achieves basically all the goals originally set for it
(effectiveness)
4) Is accepted and used by the clients (client satisfaction
criterion).
 Paul C. Dinsmore’s Model

• Paul C. Dinsmore in his article entitled

“An Overview of Project Management
Principles for Executives: Six Lessons to
Ensure Success” presented the model
called “Project Management’s Ten
Commandments”.
• Dinsmore mentioned that these ten Paul C. Dinsmore is an
commandments summarize the international speaker,
executive coach and consultant
recommended managerial posture for on project management and
administering projects. organizational issues. He is the
author of AMA Handbook of
Project Management.
 Project Management’s Ten
Commandments

1. Concentrate on interfacing.
Many projects involve interacting with other areas where
the lines of interface are fuzzy.
This calls for boundary spanning, involving both defining
frontiers and making efforts at bridge building.
 Project Management’s Ten
Commandments. cont.

2. Organize the project team.

If the project is going to involve a number of people,
pick team members carefully, then motivate and
integrate them.
Test leadership abilities and delegate as much as
possible.
 Project Management’s Ten
Commandments. cont.

3. Plan strategically and technically.

Use a top-down planning approach, starting with
overview thinking and then moving into details.
Establish both what has to be done and how these
planned tasks are to be accomplished.
Break the project down into component parts using a
work breakdown structure or other project logic.
 Project Management’s Ten
Commandments. cont.

4. Remember Murphy’s Law.

According to Murphy, “If anything can go wrong, it will.”
Strategies, plans, and systems should be tested to
ensure fail-safe implementation.
Don’t leave the door open for Murphy to prove his
theory.
 Project Management’s Ten
Commandments. cont.

5. Identify project stakeholders.

Who are the interested parties who will influence
important project decisions?
Determine who has a stake in project outcome (clients,
users, managers, financiers, suppliers of technology,
higher management), and devise systems for involving
and satisfying their needs.
 Project Management’s Ten
Commandments. cont.

6. Be prepared to manage conflict.

• In situations that involve people and change, conflict is
inevitable.
• In managing projects, effectively dealing with conflict
may be instrumental in reaching proposed goals.
• Use conflict management techniques: negotiate when
interests clash, promote collaboration when talents
and capabilities are complementary, force the issue
when important principles are at stake, and finally, set
off conflict if necessary to meet project goals.
 Project Management’s Ten
Commandments. cont.

7. Expect the unexpected.

• Reducing the unexpected helps keep projects on track.
In project environments, surprises can be warded off by
participative planning, contingency allowances,
judicious
• use of expert opinion, and statistical comparisons with
similar prior projects.
 Project Management’s Ten
Commandments. cont.

8. Listen to intuition.
• Intuition is a subjective form of processing information.
• While it may not be entirely logical, it reflects the gut
feeling formed by the experiences logged over the
years.
• Intuition, therefore, should be one of the components
used in making decisions on projects.
 Project Management’s Ten
Commandments. cont.

9. Apply behavioral skills.

• Projects are developed and carried out by people.
• Therefore, in the change-oriented project environment,
behavioral influences may be substantial.
• Remember that resistance to change is a human
characteristic.
• Work on integrating the project team, and try to foresee
eventual people problems.
 Project Management’s Ten
Commandments. cont.

10. Follow up and take corrective action.

• The counterpart of planning is control.
• Set up a system for measuring progress, then evaluate
that progress against initial plans and take corrective
action.
 J. K. Pinto and D. P. Slevin’s Model

• Jeffery K. Pinto and Dennis P. Slevin in

one of their famous articles entitled
“Critical Factors in Successful
Project Implementation”
presented a very interesting model on
project management.
• The model has been called “Ten
Factors in Effective Project
Implementation”
 Ten Factors in Effective Project
Implementation

• 1. Project mission – Initial clarity of goals and general

directions.
• 2. Top management support -Willingness of top
management to provide the necessary resources and
authority/power for project success.
• 3. Project schedule/plans – A detailed specification of
the individual action steps required for project
implementation.
• 4. Client consultation – Communication, consultation,
and active listening to all impacted parties.
• 5. Personnel – Recruitment, selection, and training of
the necessary personnel for the project team.
 Ten Factors in Effective Project
Implementation

• 6. Technical tasks – Availability of the required technology

and expertise to accomplish the specific technical action steps.
• 7. Client acceptance – The act of “selling” the final project to
its ultimate intended users.
• 8. Monitoring and feedback – Timely provision of
comprehensive control information at each phase in the
implementation process.
• 9. Communication– The provision of an appropriate network
and necessary data to all key factors in the project
implementation.
• 10. Trouble-shooting – Ability to handle unexpected crises
and deviations from plan.
 Additional External Factors

• In addition to these ten critical success factors, all of

which to some degree are within the control of the
project team, four additional factors were included in
their later study.
• Both research and interviews with a variety of project
managers have suggested the importance of four
external factors for project success.
• These factors represent critical areas or issues that are
often considered beyond the control of the project team,
but which nevertheless are felt to have an important
impact on project success.
 The Four Factors

• The four factors are labeled as external to the project

implementation process and can be defined as:
• 1. Characteristics of the project team leader – Competence of
the project leader (administratively, interpersonally, and technically)
and the amount of authority available to perform his/her duties.
• 2. Power and politics – The degree of political activity within the
organization and perception of the project as furthering an
organization member’s self interests.
• 3. Environmental events – The likelihood of external
organizational or environmental factors impacting on the operations
of the project team, either positively or negatively.
• 4. Urgency – The perception of the importance of the project or the
need to implement the project as soon as possible.
Characteristics of the model
Important consideration
Classification of Strategic VS Control
Issues
 Implication for Managers

1. Use a multiple - factor model

2. Think strategically early in the project life cycle
3. Think more tactically as the project manager moves forward in time
4. Make strategy and tactic work for you and your project team
5. Consciously plan for and manage your project team’s transition from
strategy to tactics
 Linn Stuckenbruck’s Model

• Dr. Linn C. Stuckenbruck is with

the Institute of Safely and
Systems Management at the
University of Southern
California where he teaches
Stuckenbruck, L. C.
(1997) Integration:
project management and other
The Essential management courses.
Function of Project
Management, in
Project Management
Handbook, Second
Edition (eds D. I.
Cleland and W. R.
King), John Wiley &
Sons, Inc., Hoboken,
NJ, USA
 Linn Stuckenbruck’s Model

• He is the author of the book The Implementation of

Project Management: The Professional’s Handbook,
published by Addison-Wesley Publishing Company.
• In his best and famous research article entitled
“Integration: The Essential Function of Project
Management” He proposed his model on the “ Nine
Factors of Project Integration Management”
 Nine Factors of
Project Integration Management

• The most important of the integrate actions are as follows:

1. Getting started on the right foot.
2. Planning for project integration.
3. Developing an integrated Work Breakdown Structure,
schedule, and, budget.
4. Developing integrated project control.
5. Managing conflict.
6. Removing roadblocks.
7. Setting priorities.
8. Facilitating project transfer.
9. Establishing communication links.
 Nine Factors of
Project Integration Management

1. Getting Started on the Right Foot

• The most critical of the actions which must be taken by
top management are the following:
1) Completely selling the project management concept to
the entire organization.
2) Choosing the type or form of project organization to be
utilized.
3) Issuing a project charter to completely delineate all
project and functional authority and responsibilities.
4) Choosing the project manager or project managers.
 Nine Factors of
Project Integration Management

1. Getting Started on the Right Foot

5) Choosing the right functional managers to participate
in the project and/or matrix organization.
6) Supplying adequate resources to the project
organization such as finances, équipement, personnel,
computer support, etc.
7) Continuing strong support for the project and for the
project manager.
• The above list of actions is more or less in the order that
the actions must be taken, and most of them must be
taken prior to the actual implementation of the project.
 Nine Factors of
Project Integration Management

• The project manager is the single point of integrative

responsibility, and is the only person who can initiate
and monitor these actions. The most critical of these
actions are as follows:
a) Issuance of the Project Implementation Plan.
b) Creation of the project Work Breakdown Structure
(WBS).
c) Development of the project organization.
d) Issuance of the Project Procedures Guide.
e) Issuance of a Project Material Procurement Forecast.
f) Issuance of Work Authorizations.
 Nine Factors of
Project Integration Management

2. Planning for Project Integration

• The project manager must develop a detailed planning document
that can be used to get the project initiated, and to assure that all
project participants understand their roles and responsibilities in the
project organization.
• An important part of the project plan should be the integration plan.
• Project managers must continually review and update both the
administration and technical portions of their project plans to apply
for changes in scope and direction of their projects.
• They must assure that budget and resource requirements are
continually reviewed and revised so that project resources are
utilized in the most effective manner to produce an integrated
system.
 Nine Factors of
Project Integration Management

3. Developing an Integrated Work Breakdown

Structure, Schedule, and Budget
• Solving the project manager's problems starts with the fact
that every project must be broken down into subdivisions or
tasks which are capable of accomplishment.
• Creating this Work Breakdown Structure (WBS) is the most
difficult part of preparing a project plan because the project
manager must ensure that all of the tasks fit together in a
manner that will result in the development of an integrated
workable system.
• The WBS can be considered to be the "heart" of the project
integration effort.
 Nine Factors of
Project Integration Management

5. Managing Conflict
Project managers have been described as conflict
managers.
• The conflict potential is also increased by the great
differences between project and functional goals and
objectives, and by the unavoidable competition
between projects for resources.
 Nine Factors of
Project Integration Management

4. Developing Integrated Project Control

Project managers have been described as conflict
managers.
• The conflict potential is also increased by the great
differences between project and functional goals. and
objectives, and by the unavoidable competition between
projects for resources.
• Project managers must continually be on the look out for
real and potential conflict situations and resolve them
immediately if they expect to have an integrated
project.
 Nine Factors of
Project Integration Management

6. Removing Roadblocks
• Roadblocks are inevitable whenever there are separate
organizational units which must support project efforts,
particularly if the projects are matrix.
• Roadblocks are inevitable in such a complex organization,
and are the inevitable result of conflict situations.
• These roadblocks may be the result of conflicting needs for
resources and personnel, or conflicting priorities for the use
of facility and equipment.
• Administrative roadblocks often occur because managers
outside the project do not understand or sympathize with
the project urgency.
 Nine Factors of
Project Integration Management

7. Setting Priorities
• In order to resolve or prevent conflict situations, the
project manager is continually faced with the problem of
setting priorities. There are two types of priorities that
are of major concern to project managers:
• 1. The overall company- or organizational priorities
which relate project needs to the needs of other projects
within the organization, and to overall organizational
needs.
• 2. The priorities within projects for the utilization of
personnel, equipment, and facilities.
 Nine Factors of
Project Integration Management

8. Facilitating Project Transfer

• Project transfer is the movement of a project through
the company organizations from the conceptual phase
to final delivery to the customer.
• Project transfer doesn't just happen, it must be carefully
planned and provided for in the scheduling and
budgeting of the project.
• The project manager has the responsibility of ensuring
that project transfer takes place without wasteful effort
and on schedule.
 Nine Factors of
Project Integration Management

9. Establishing Communication Links

• Most project managers find that they spend at least half of
their time talking to people-getting information, delegating,
clarifying directives, and resolving conflicts and
misunderstandings.
• Much of this time is involved with project managers' critical
responsibilities for maintaining all communication links within
and outside their projects in order to ensure project
integration.
• Internal communication links must be maintained between
each subdivision of the project, and the project managers
must make sure that all project team members talk with each
other.
9. Establishing Communication Links
• Communication linkages internal to the project,
however, must function continuously, with or without
documentation, and whether the project manager is
personally involved or not.
• Communication linkages internal to the project,
however, must function continuously, with or without
documentation, and whether the project manager is
personally involved or not.
 The Project
Manager’s
Communication
Links
 Peter W.G. Morris’s Model

• Peter W.G. Morris’ career has

comprised of a combination of
executive appointments,
consulting, and academic work.
• He is presently Professor of
Construction and Project
Management at University College
London (UCL) and is widely
respected as one of the leading
thinkers in project management.
 Strategies for Managing Major
Projects

• In his research article entitled “Strategies for Managing

Major Projects” , Prof. Morris proposed the model called the
same name as the article.
• The logic of the model is essentially as follows:
1. The project is in great danger of encountering serious
problems if its objectives, general strategy, and technology
are inadequately considered or poorly developed, or if its
design is not firmly managed in line with its strategic plans.
2. The project’s definition both affects and is affected by
changes in external factors (such as politics, community
views, and economic and geophysical conditions), the
availability of financing, and the project duration; therefore,
this interaction must be managed actively and well.
 Strategies for Managing Major
Projects

3. The project’s definition; its interaction with these external,

financial, and other matters; and its implementation are much
harder to manage and quite possibly damagingly prejudiced if
the attitudes of the parties essential to its success are not
positive and supportive.
4. Realization of the project as it is defined, developed, built, and
tested involves:
Deciding the appropriate project-matrix-functional orientation
Having contracts that reflect the owner’s aims
Establishing checks and balances between the enthusiasm and
drive of the project staff and the proper sponsors
Developing team attitudes
Having the right tools for project planning, control, and reporting
 Strategic Model for Managing
Projects
• The strategic model for managing major projects the
comprises of 4 groups of factors:
1. The project definitions
2. The external factors, finances and project duration
3. The attitudes towards project success
4. The implementation of the project
 In this model, the major projects means the important
investment projects that are critical in terms of changes and
development in the long run, space and target groups
coverage, huge sum of financial investments of the country,
and the long life cycle of the projects.
 At present, major projects has been called “MEGA-
PRPJECTS”
 External Factors,
Finance & Duration
Strategic Model for
Managing Projects
 Politics
 Government
 Company Attitudes
 Community
 Geophysical
 Economics Definition
Financing Objectives
Cost Benefit Strategies
Technology
• Duration Design
• Phasing
• Urgency

Implementation

Organization Leadership Planning, Control and

Contracting Teamwork Reporting Systems
Conflict Management Quality Assurance
Industrial relations

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 Strategic Model for Managing
Projects
1. PROJECT DEFINITION
• The project should be defined comprehensively right from its
earliest days in terms, for example, of its purpose, ownership,
technology, cost, duration and phasing, financing, marketing
and sales, organization, energy and raw materials supply,
and transportation. The following component must be clear
and interrelated since the outset of the project:
a) The project objectives must be clearly and easy to
understand
b) The development strategy accomplishment
c) Technology and design: the development of the design
criteria and the technical elements of the project should be
handled with the utmost care.
 Strategic Model for Managing
Projects

2. External Factors, Finance, and Duration

 Many external factors affect a project’s chances of
success.
 Several may be identified but particularly important
are the project’s political context, its relationship with
the local community, the general economic
environment, and its location and the geophysical
conditions in which it is set. Following considerations are
obviously eminent.
a) Political, Environmental, and Economic Factors
b) Finance
c) The project duration
 Strategic Model for Managing
Projects

3. Attitudes
• Implementation can be achieved effectively only if the proper
attitudes exist on the project.
Unless there is a major commitment toward making the project a
success,
Unless the motivation of everyone working on the project is high,
and
Unless attitudes are supportive and positive, the chances of
success are substantially diminished.
• It is particularly important that there be commitment and support
at the top; without it the project is severely jeopardized.
• But while commitment is important, it must be commitment to
viable ends.
 Strategic Model for Managing
Projects

4. Implementation
 Several critical implementation factors are divided into
three specific groups:

Organization Issues People Issues Planning and Control

a) Appropriate a) Leadership roles Issues
organizations b) Project teamwork a) Planning, control,
b) Contract strategy c) Conflict reporting systems
management b) Quality assurance
d) Industrial relations
 Critical considerations of the model

• All the items identified in the model should be considered

from the earliest stages of the project and should be kept in
review as the project develops, receiving particular scrutiny
at the major life cycle change points.
• A fundamental task facing any senior manager on a major
program or project is to work out how the various factors
identified should best be allocated and integrated on his/her
project.
• For managers and educators, a major challenge facing the
project management profession is to ensure that we have
people with the intellectual breadth and the experience to
tackle issues of the diversity and subtlety of those so often
posed by today’s projects.
 PROJECT IMPLEMENTATION PROFILE

• Based on one of the most useful article written by

Dennis P. Slevin and Jeffrey K. Pinto entitled The Project
Implementation Profile: New Tool For Project Managers,
their excellent proposition called the project
implementation profile should be considered in
applying for any type of projects in most of the
countries.
• In my opinion, it is very comprehensive and applicable
for both academics and practitioners in project
management field to use it as a basis in implementation
of present project.
PROJECT IMPLEMENTATION PROFILE
PROJECT IMPLEMENTATION PROFILE
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PROJECT IMPLEMENTATION PROFILE
 THANK YOU FOR YOUR
ATTENTION

© Pakorn Priyakorn 2018

[email protected]