Page 269 - Global Project Management Handbook

13-6 COMPETENCY FACTORS IN PROJECT MANAGEMENT

client, and assume that it will be accepted and used. In reality, client acceptance is a criti-
cal factor that must be handled just like any other criterion for project success. In addition
to performing the technical and administrative activities necessary to develop the project,
the project team also must function in a marketing/selling role in working to gain client
acceptance.

Monitoring and Feedback

It is important that at each step in the implementation process key project team members
receive feedback on how the project is progressing. These control mechanisms allow the
project manager to be on top of any real or potential problems, to oversee corrective
measures, and to prevent deficiencies from being overlooked. The better the control
processes, the more likely it is that the final project will retain high quality.

Communication

Communication is a key component for project success throughout the development
process. Project teams routinely engage in a three-way pattern of communications with
clients and the parent organization. It is vital that these communication channels remain
open to ensure the transfer and exchange of relevant information among these three major
players in the project-implementation process. Consequently, the project manager needs
to ensure that there is an appropriate network to transmit all necessary data concerning
the project to each project stakeholder.

Troubleshooting

It is safe to say that few projects are developed without problems occurring along the
way. Projects require constant fine-tuning and readjustment throughout their creation in
order to address these trouble spots. As a result, the final critical success factor refers to
the availability of contingency plans, systems, or procedures that are in place to handle
unexpected crises and deviations from plan (Table 13.1).

TABLE 13.1 Ten Project-Critical Success Factors
1. 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 affected parties
5. Personnel—selection, recruitment, and training of the necessary personnel for the project team
6. Technical tasks—availability of the required technology and expertise to accomplish the specific
technical actions
7. Client acceptance—the effect of “selling” the final project to its ultimate intended users
8. Monitoring and feedback—timely provision of comprehensive control information at each stage
in the implementation process
9. Communication—the provision of an appropriate network and necessary data to all key actors in
the project implementation
10. Troubleshooting—the ability to handle unexpected crises and deviations from plan