Assembling The Project Compendium - Computing Technical ...

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The perceived relative necessity of individual components for different elements of project success and shown in the charts below. Budget tracking tools Project initiation … Business case/ brief/ … Change control … Specifications Risk and issues logs Project plans/ Gantt … Status reports/ … Lessons learned Meeting minutes/ … Benefit realisation plans Communication plans Specifications Business case/ brief/ … Change control … Risk and issues logs Project initiation docs./ … Benefit realisation plans Meeting minutes/ actions Status reports/ … Project plans/ Gantt … Lessons learned Communication plans Budget tracking tools Budget l l l l l l l l l l l Neutral Necessary Highly Necessary Scope l l l l l l l l l l l Neutral Necessary Highly Necessary Project plans/ Gantt … Risk and issues logs Change control … Specifications Project initiation … Status reports/ … Business case/ brief/ … Lessons learned Communication plans Meeting minutes/ … Budget tracking tools Benefit realisation plans Status reports/ … Communication plans Business case/ brief/ … Specifications Benefit realisation … Project initiation … Risk and issues logs Meeting minutes/ … Lessons learned Project plans/ Gantt … Change control … Budget tracking tools Schedule Reasons identified by the respondents as to why there is a resistance to using components include they are perceived as an inefficient and an expensive bureaucratic overhead, previous experience of poorly designed/applied components, PMs neglect PM tasks to focus on using the component itself, fear that the component will bring about unwanted transparency/responsibility, they are not fit for purpose, sometimes they are not reviewed l l l l l l l l l l l Customer Satisfaction l l l l l l l l l l l l l Neutral Necessary Highly Necessary Neutral Necessary Highly Necessary 67
which is a disincentive to use them and lack of understanding about the purpose of components. The chart to the right shows which components were viewed as having limited value. Many interviewees thought that high quality components can be used to effectively manage project knowledge as they help to ensure transparency, availability and accessibility of information. For components to be most effective, it was viewed that they need to be used in conjunction with personal exchange of knowledge and used in an environment where knowledge sharing is fostered. Collaborative software tools were thought to further aid management of components. ANALYSIS The initial assumption that project success equated to meeting budget, schedule, scope and customer satisfaction was not found to be consistent with the results of the survey. Many more respondents indicated that achievement of business objectives and delivery of business benefits were highly relevant to project success compared with the number of respondents who identified a project being on–budget, on-time and to scope. Benefit realisation plans were thought to be the least valuable component for projects even though delivery of benefits was thought to be highly relevant to project success. The results indicated that all components add value to project success providing they are used appropriately. DISCUSSION Components viewed as having limited value 29% 17% 13% Benefit realisation plans Lessons learned Com. plans The value of this research is that it has given PMs and academics insight into PMs‟ perceptions about the value of components. By having a better understanding about why components are not used, which components are thought to be most useful and which are considered least beneficial, PMs can target use of components where they will be most 68
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ISSN 1744-1986 T e c h n i c a l R
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PREFACE I would like to acknowledge
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4.1 Introduction ..................
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LIST OF TABLES Table 5.1 Average gr
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CHAPTER 1 INTRODUCTION 1.1 BACKGROU
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Knowledge management and learning a
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1.2 AIMS AND OBJECTIVES OF THE RESE
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success factors. However, the resea
Page 17 and 18: Based on these definitions of knowl
Page 19 and 20: Results from one published survey s
Page 21 and 22: and costs were not acknowledged in
Page 23 and 24: Several studies indicate that face
Page 25 and 26: 2002). Frequency distributions quan
Page 27 and 28: may try to please the interviewer,
Page 29 and 30: To analyse the results collated by
Page 31 and 32: The survey questions were designed
Page 33 and 34: 2007). Due to the restriction of te
Page 35 and 36: Quantitative analysis involved turn
Page 37 and 38: Necessity of components for meeting
Page 39 and 40: 4.5 SUMMARY Necessity of components
Page 41 and 42: 5.2.2 THE MEANING OF PROJECT SUCCES
Page 43 and 44: perceived as relatively most necess
Page 45 and 46: Many respondents noted that the mos
Page 47 and 48: 5.2.4 RESISTANCE TO USING COMPENDIU
Page 49 and 50: Other reasons identified as to why
Page 51 and 52: policies and standards, assign owne
Page 53 and 54: According to the results captured,
Page 55 and 56: In conflict to the literature, meet
Page 57 and 58: esponses or because many of the res
Page 59 and 60: that must be produced should be man
Page 61 and 62: PRINCE2. Investigation into the nec
Page 63 and 64: Huberman, A.M, and Miles M.B. 1994,
Page 65 and 66: INDEX Collaborative Software, 10, 4
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