Its about the the factors of projects implementation which are critical for a project management. Paths and results are analysed here of projects.

1. Special Thanks To
Jeffrey K. Pinto, Dennis P. Slevin

2.  Ten empirically derived critical project implementation success factors.
 A diagnostic instrument-the Project Implementation Profile (PIP)
for measuring the ten factors.
 Measures of the key elements of project Strategy-and Tactics.
 The effect of Strategy and Tactics on project implementation success.
 The impact of the project life cycle on the relative importance of the
critical success factors.
We shall discuss about

3. A project is an organization of people dedicated to a specific purpose or objective.
A project involves:
large, expensive, unique, or high risk undertakings
A project should Completed:
by a certain date, for a certain amount of money,
within some expected level of performance.
At a minimum, all projects need to have well defined objectives and sufficient
resources to carry out all the required tasks.
What is Project

4. A project is generally considered to be successfully implemented if it
 Comes in on-schedule (time criterion).
 Comes in on-budget (monetary criterion).
 Achieves basically all the goals originally set for it (effectiveness)
 Is accepted and used by the clients (client satisfaction criterion).
What is Successful projects implementation

5.  Conceptualization
Preliminary goals and alternatives are specified and
possible means to accomplish those goals
 Planning
Scheduling, budgeting, and the allocation of
other specific tasks and resources.
 Execution
Materials and resources are procured, the project is produced,
and performance capabilities are verified.
 Termination
the release of resources and transfer of the project to the clients.
Project life cycle

6. Organizational effort in life cycle

7.  Project Mission
 Top Management Support
 Project Schedule Plan
 Client Consultation
 Personnel
 Technical Tasks
 Client Acceptance
 Monitoring and Feedback
 Communication
 Troubleshooting
Ten successful critical success factor

8. The Factor Model

9.  The factors appear to be both time sequenced and interdependent.
 The factors for a project implementation can be laid out on a critical
path.
 The model allows the manager to actively interact with and
systematically monitor his project.
Characteristics of the model

10.  Experimented on 400 project and the over 61% of the causes of project
implementation success can be explained by the ten critical success
factors.
 The importance value of critical
Factors has been measured by
regression beta weights showing the
combined relationships between
Critical Factors and project success
over the four project life-cycle stages
Results of applying 10 critical factors

11. Strategic Tactical
• Mission
• Top Management Support
• Schedule/Plans
• Client Consultation
• Personnel
• Technical Tasks
• Client Acceptance
• Monitoring and Feedback
• Communication
• Troubleshooting
Strategic and Tactical factors

12. Issues Strategic Tactical
1. Level of Conduct Top Management Mid to lower
Levels of management
2. Subjective/Objective
Assessment
Greater subjectivity used as
strategic level
Less use of subjective values
3. Nature of problems Unstructured, one at a time More structured and repetitive
4. Information Needs Larger amount of Information
needed
Need for internally generated,
specific information
5. Time Horizons Long Term Short Term
6. Completeness Covers the entire scope of
organization
Concerned only with the sub-
organizational unit involved
7. Reference The source of all planning is
original
Done in pursuit of strategic plans
Taxonomy of Strategic Vs Tactical
issues

13. Issues Strategic Tactical
8. Details Broad & general Narrow & problem specific
9. Ease of Evaluation Difficult Easier
10. Point of View Corporate Functional
Taxonomy of Strategic Vs Tactical
issues (Cont.)

14. Strategy/tactics effectiveness matrix

15.  Cell 1 : High Strategy-High Tactics
 High probability of implementation success
 Cell 2 : Low Strategy-High Tactics
 Error 2:
error would likely occur in a situation in which project strategy was ineffective, inaccurate, or
poorly done. However, in spite of initial planning inadequacies, goals and schedules were operationalized
during the tactical stage of the implementation.
 Error 3:
error has been defined as solving the wrong problem, or "effectively" taking the wrong action. In
this scenario, a problem has been identified, or a project is desired, but due to a badly performed strategic
sequence, the wrong problem has been isolated and the subsequently implemented project has little value
in that it does not address the intended target.
Strategy/tactics effectiveness matrix

16.  Cell 3 : Low Strategy-Low Tactics
 High probability of implementation failure
 Cell 4 : High Strategy-Low Tactics
 Error 1:
It occurs when an action should have been taken and was not. It will occur when little action is
subsequently taken and the tactical activities are inadequate to the degree that the project is not developed.
 Error 4:
error can be defined as taking an action which solves the right problem but the
solution is not used by the organization. one would expect projects classified in this quadrant to
exhibit a strong tendency toward "errors of inaction" such as low acceptance and low use by
organization members or clients for whom the project was intended.
Strategy/tactics effectiveness matrix(Cont.)

17.  A recent study of over 400
projects has demonstrated
that strategic issues become
less important and tactical
issues become more impor
-tant to project success over
the life of a project.
Strategic and Tactics Over Time

18.  Use a Multiple-Factor Model
 Think Strategically Early in the Project Life Cycle
 Think More Tactically as the Project Moves Forward in Time
 Make Strategy and Tactics Work for You and Your Project Team
 Consciously Plan for and Manage Your Project Team's Transition from
Strategy to Tactics
Implication for Managers

19.  Define the process of project implementation through exposing the
manager to a set of empirically derived factors found to be critical to
project success.
 These are some suggestions offered to project managers who are intent
on better understanding their project during its implementation
process, but are at a loss as to how to go about attempting to more
adequately ensure project success
Conclusion

20. Thank You All