Hello...
Dear members.I am MS Scholar and planning to conduct a research.
My topic of interest is Relationship of Project Governance with Project Success.A mediating role of Stakeholder Engagement.
I have searched the literature but did not find literature of relation of Project Governance with Stakeholder Governance which leads to project success.
my question from members is that, Is there any relationship of Project Governance, Stakeholder Engagement and Project Success? Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
If you consider the organization from the systemic theory then everything is related. But what leads to project success is debatable. The first thing which is debatale is the project success definition itself. Most of the organization define project success in the wrong way because instead of project success the definitions they use are product success. So first thing, you have to clear define what Project Success mean. Perhaps you can use the section inside the new PMBOK version about it. There was lot of work on creating the table you can find there. I was part of the group of authors. Then, you can search for definitions about stakeholders engagement. In my personal experience and research people determine the success of fail of each initiative in this world. But it is debatable. So, time to research. Saving Changes...
You will need to change your search terms. Searching for an exact match to a complex search term won't work (as you have found.)
You can certainly find many case studies where you will recognize how governance and stakeholder engagement did affect the project outcome for better or for worse. Google: "project management case study" and you will find many papers, and collections of stories.
To find relevant information in research papers during my own studies, I would try different search terms and read paper abstracts until I found something close. From there you can often find more effective search terms within the papers, as well as cited papers relevant to your subject.
As a masters level project, they are not expecting a book report where someone answered your question for you. You should be breaking down the question into components and using your mastery of the subject to put the pieces together yourself. Saving Changes...
Like Sergio Luis Conte said, In order to establish project success this need to be a measurable value, and it has to be define, usually is based on time, cost and scope. But this is still a poor approach considering you can have a “Project Success” that was over budget and pass of scheduled, but was aligned with the company future strategies.
You can find a more direct relationship in Stakeholder engagement, project governance and Strategy Success.
“A different approach could be for a Strategy success where you have multiple stakeholder objectives are further partially addressed by criteria that assess project success beyond direct organizational benefits. These include benefits that favorably position the organization for future opportunities (Shenhar et al., 2001).”
You put a great comment here @Victoria. Please let me comment on that no matter perhaps I do not fully understood your point. I can agree that some projects can be out of budget and out of time but if and only if and only if the strategy was previously defined in that direction just before the project was started or during the project execution it was reviewed. In fact, I was inside projects that we know it will exceed the budged. Project is created to put strategy into action so there is no way to execute a project which is not aligned to the strategy. In fact, if during project execution and thanks the governance process you detect the project is not aligned with the strategy then it must be kill. So, in my personal opinion, it has no sense to say that a project success is something related to strategy because by definition a project will not exists if it is not aligned to strategy. When you consider alignment to strategy usually it is achieving by time because the strategy is about to get an opportunity and the opportunity has a time frame associated and by quality because is the mean to assure the creation of the defined product/service/result as defined.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Feb 20, 2019 9:57 AM
Replying to Victoria Beatriz Pinto López
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Like Sergio Luis Conte said, In order to establish project success this need to be a measurable value, and it has to be define, usually is based on time, cost and scope. But this is still a poor approach considering you can have a “Project Success” that was over budget and pass of scheduled, but was aligned with the company future strategies.
You can find a more direct relationship in Stakeholder engagement, project governance and Strategy Success.
“A different approach could be for a Strategy success where you have multiple stakeholder objectives are further partially addressed by criteria that assess project success beyond direct organizational benefits. These include benefits that favorably position the organization for future opportunities (Shenhar et al., 2001).”
You put a great comment here @Victoria. Please let me comment on that no matter perhaps I do not fully understood your point. I can agree that some projects can be out of budget and out of time but if and only if and only if the strategy was previously defined in that direction just before the project was started or during the project execution it was reviewed. In fact, I was inside projects that we know it will exceed the budged. Project is created to put strategy into action so there is no way to execute a project which is not aligned to the strategy. In fact, if during project execution and thanks the governance process you detect the project is not aligned with the strategy then it must be kill. So, in my personal opinion, it has no sense to say that a project success is something related to strategy because by definition a project will not exists if it is not aligned to strategy. When you consider alignment to strategy usually it is achieving by time because the strategy is about to get an opportunity and the opportunity has a time frame associated and by quality because is the mean to assure the creation of the defined product/service/result as defined. Saving Changes...
True project success is one in which all stakeholders are satisfied with the project and business outcomes. As Sergio has stated, that can come in many different flavours depending on the organization and their culture. In our realm, within the federal government, massive, time-consuming (10 yrs plus), complicated, and extremely expensive projects involve multiple approvals from several people internal to our department, and also external to our department. Many PMs fall into the trap thinking engaging these stakeholders is too time consuming, and a "waste of time". Big mistake. Project governance that includes a carefully crafted stakeholder engagement management plan and communications plan/ strategy is an absolute must in our environment if a PM is to succeed. The mantra here is "engage early and often" if you want to be successful. Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
A good Project Governance would ensure that your Steering committee , Project Board and Project Sponsor are well engaged in your project , have the correct people that are representing the business interests on the Steering Committee or Project Board and have the right levels of authority to make project related decisions. Project Governance will direct and monitor project progress to ensure that it is within the tolerance levels that it has allowed for your project and deal with any exception.
A good, effective, available and senior project sponsor would assist you in identifying stakeholders and will remove the roadblocks in relation to managing a difficult stakeholder or opening a channel of communication with stakeholders, and/or their delegates if they are otherwise extremely busy.
Engaged Project stakeholders and an effective Project Governance will ultimately lead to project success because risks will be proactively managed, schedule, cost, quality and scope will be controlled effectively through a well defined and managed change control process (Again with guidance from Project Governance).
I cannot cite industry examples because what you asked is a common sense question with a common sense answer that I have provided
If these three are perfectly aligned, you will achieve a Utopian project , which in my humble opinion, does not exist. Saving Changes...
Hi Adnan, I agree with the general reoccurring theme of advice by my esteemed colleagues who have commented before me. Having completed a thesis, I also recommend you narrow your research problem down to test an existing theory using a case study or you could frame it as testing what "perceptions" of a relationship exist within the community of PM professionals in your country or a specific discipline using a survey that gives narrow practical scenarios and questions. No matter how you approach it, the more narrow your focus the greater your chance of success and speed of completion. A great approach is to find a study published in an academic journal (or an excellent thesis from a MS research student) in another country and state that you will test if their findings may be valid in your own country. Good luck! Saving Changes...
