Success of Project ManagementThe tr

Success of Project ManagementThe traditional view on project success had initial focus improvements analyzed from the iron trianglecalled triple restriction: scope, deadline and cost. Therefore, defining success is not an easy and itdepends on the perspective of the stakeholder, the type of project, the temporal perspective and theorganization.The factors that make projects successful are part of the strategic perspective and several influences arederived from the expectations of the stakeholders (Fortune et al., 2013). The discussion on what reallycorresponds to the success of a project and the discovery of the managerial factors that may lead a projectto success have influenced the search for obtaining a prescription as to each way to follow in order toreach success, despite the fact that we know that each project is unique and, therefore, it depends on itscontingencies (Lundim and Soderholm, 1995; Soderlund, 2002; Carvalho, 2010).Whereas since 1990 the MP literature discusses critical success factors (Packendorff, 1995), the most recentliterature indicates that there are more than nine schools (areas) of expertise in PM and project successremains one of the areas (Turner, 2010). The success of the project may have an impactful perspectivewith time, since the success of project management may be determined at the end of the project; however,the success of the project may be postponed in months or years after the end of the project.The questions investigated in this research also indicated that the factors within the control of the directinfluence of the company contribute for the success of project management. The focus is on the controls towhich the project manager has greater accessibility. Therefore, the benefits are in understanding thefactors that need be monitored

Αποτελέσματα (Αγγλικά) 1:

Management of Project Success
The traditional view on project success had initial focus improvements analyzed from the iron triangle
called triple restriction: scope, deadline and cost. Therefore, defining success is not an easy and it
depends on the perspective of the stakeholder, the type of project, the temporal perspective and the
organization.
Factors That make The projects Successful here part of the Strategic perspective and several influences here
Derived from the Expectations of the Stakeholders (Fortune et al., 2013). Discussion on what The really
corresponds to the success of a project and the discovery of the managerial factors that may lead a project
to success have influenced the search for obtaining a prescription as to each way to follow in order to
reach success, despite the fact that we know that each project is unique and, therefore, it depends on its
contingencies (Lundim and Soderholm, 1995; Soderlund , 2002; Carvalho, 2010).
Since 1990 the Whereas MP literature discusses critical success factors (Packendorff, 1995), the most recent
literature indicates that there are more than nine schools (areas) of expertise in PM and project success
remains one of the areas (Turner, 2010). Success of the The project may have an impactful perspective
with time, since the success of project management may be determined at the end of the project; however,
the success of the project may be postponed in months or years after the end of the project.
Questions investigated in The this research also indicated that the factors within the control of the direct
influence of the company contribute for the success of project management. Focus is on The the controls to
which the project manager has greater accessibility. Therefore, the benefits are in understanding the
factors that need be monitored

Αποτελέσματα (Αγγλικά) 2:

Success of Project Management
The traditional view on project success had initial focus improvements analyzed from the Iron triangle
Called triple restriction: scope, deadline and cost. Therefore, defining success is not an easy and it
Depends on the perspective of the stakeholder, the type of project, the temporal perspective and the
Organization.
The factors that make projects successful are part of the strategic perspective and several influences are
Derived from the expectations of the stakeholders (Fortune et al., 2013). The discussion on what really
Corresponds to the success of a project and the discovery of the managerial factors that may lead a project
To success have influenced the search for obtaining a prescription as to each way to follow in order to
Reach success, despite the fact that we know that each project is unique and, therefore, it depends on its
Contingencies (Lundim and Soderholm, 1995; Soderlund, 2002? Carvalho, 2010).
Whereas since 1990 the MP literature discusses critical success factors (Packendorff, 1995), the most recent
Literature indicates that there are more than nine schools (areas) of expertise in PM and project success
Remains one of the areas (Turner, 2010). The success of the project may have an impactful perspective
With time, since the success of project management may be determined at the end of the project; However
The success of the project may be postponed in months or years after the end of the project.
The questions investigated in this research also indicated that the factors within the control of the direct
Influence of the company contribute for the success of Project management. The focus is on the controls to
which the project manager has greater accessibility. Therefore, the benefits are in understanding the
Factors that need be monitored

Αποτελέσματα (Αγγλικά) 3:

Success of Project Management
The traditional view on project success had initial focus improvements analyzed from the iron triangle
called triple restriction: scope, deadline and cost. Therefore, defining success is not an easy and it
depends on the perspective of the stakeholder, the type of project, the temporal perspective and the
organization.
The factors that make projects successful are part of the strategic perspective and several influences are
derived from the expectations of the stakeholders (Fortune et al., 2013). The discussion on what really
corresponds to the success of a project and the discovery of the managerial factors that may lead a project
to success have influenced the search for obtaining a prescription as to each way to follow in order to
reach success, despite the fact that we know that each project is unique and, therefore, it depends on its
quotas (Lundim and Soderholm, 1995; Soderlund, 2002; Carvalho, 2010).
Whereas since 1990 the MP literature discusses critical success factors (Packendorff, 1995), the most recent
literature indicates that there are more than nine schools (areas) of expertise in PM and project success
remains one of the areas (London, United Kingdom). The success of the project may have an impact ful perspective
with time, since the success of project management may be determined at the end of the project; however,
the success of the project may be postponed in months or years after the end of the project.
The questions investigated in this research also indicated that the factors within the control of the direct
influence of the company contribute to the success of project management. The focus is on the controls to
which the project manager has greater accessibility. Therefore, the benefits are in understanding the
factors that need to be monitored