We have often heard or read about many successes. But what has happened and what criteria should be used to identify successful organizations? What factors lead to a successful project? The purpose of this document is to define criteria for the success of the project, to clarify their differences with the success factors and analyze their importance in project management methodology.One project design management lower the success project. Since each individual or group of persons involved in the project have different needs and expectations, it is very surprising that they interpret the project's success in its own way of understanding (Cleland & Ireland, 2004, P2).
"For those who are involved in the project, the project's success, usually viewed as the achievement of certain pre-defined project objectives" (Lim and Mohamed, 1999, p244) visits, while the audience has a different, often based on the satisfaction of users. A classic example in terms of success of the project is proposed by the Sydney Opera House (Thomsett, 2002), which was 16 times over budget and was 4 times more than originally expected. However, final results that were created by the work was so great that no one remembers the original goal missed.
The project was a great success for the people and at, New York Construction Accident, the same time, a huge failure in terms of project management. In addition, the Millennium Dome in London, was a project on time and within budget, but in the eyes of the British people is considered a failure because it has not achieved the admiration and enchantment,, New York Construction Accident, which should generate (Cammack, 2005). "In the same way that quality requires compliance with specifications and suitability for use, the project's success requires a combination of successful product (service, result or outcome), and good project management" (Duncan, in 2004).
The difference between the criteria and factors for many people is blurred. Criterion Cambridge Advanced Learner's Dictionary describes it as a standard "by which a court decision or do something", and a factor that is explained as "a fact or situation which influence the outcome of something. Lim & Mohamed 's application of these definitions for a successful project and demonstrates the difference, as shown in Figure 1. It 'has become clear that the critical factors that could lead to a series of events that finally meets the criteria for the overall success of the project and therefore should not be used as a synonym lists CriteriaMany terms.
Success success criteria have been introduced in the previous decade, several investigators. Primal criteria for success are an integral part of the theory of project management, since the original definition of project management provides the so-called "iron triangle of success criteria - cost, time and money. (Atkinson, 1999, P338), Atkinson notes that "as a discipline, project management, it is, New York Construction Accident, not really changed or developed criteria for measuring success in almost 50 years.
" To meet the urgent need to modernize the date of the criteria for success, which suggests the Plaza map '(Fig. 3) the criteria for success, not the "iron triangle" in which groups of criteria that other scientists suggested. The main change is the addition of qualitative rather than quantitative targets, ie profits that different groups of people who can benefit from this project. These benefits are seen from two perspectives, one from an organizational point of view and one from the perspective of stakeholders.
It 'clear that each party will benefit the project in different ways. For example, non-profit organization can be gained through the achievement of strategic objectives after the completion of the project, and at the same time that these objectives, New York Construction Accident, have serious environmental consequences for the community of stakeholders. This means that the project is successful, there must be an agreement between the benefits of organizational and end user satisfaction. fourth corner of the root "square" information system that includes issues of service, reliability and validity of the project outcomes.
One "square root" angle, organizational benefits, attract attention because it is important and has been analyzed. Kerzner (2001, P6) offers three criteria, in terms of organization for the successful project. The first will be completed with a minimum of common agreement or framework for change, "despite the constant stakeholders have different views on the outcome of the project" (Maylor, 2005, P288). Secondly, without changing
