A Framework for Identification and Management of Project Success: In Water and Sewage agency of Oslo Municipality
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It is inconceivable to have a city without water. Cities and water are inextricably linked.Oslo Water and Sewage agency (VAV) is a municipally-run utility responsible for the supply and treatment of potable water and sewage to residents, businesses, and visitors in the municipalities of Oslo and Ski. The adequate quality, quantity and regularity of potable water supplying and effective collection of sewage and waste water with no harmful consequences for the natural environment are main business goals and objectives of the agency. The agency defines and manages different projects in three portfolios of Water, Sewage and Urban development in order to achieve its business goals. The objectives of the projects should be aligned with the agency business and strategic goals. Also, there exist several interested parties and stakeholders who are influential and interested in the projects’ results. Hence,“Project Success” which is a multi-dimensional concept needs to be identified and managed for the all projects of the agency in such a way that fulfill all critical project stakeholders’expectations and be in line with the agency’s business and strategic goals as well. The aim of this report is conducting a qualitative study based on 18 semi-structured interviews by the agency project team members in different sections, one site visiting and reviewing the agency’s project management routines and procedures, in order to investigate to what extent the current practices of the agency have strengths and weaknesses regarding identification and management of success in the agency’s projects. Moreover, based on literature review in topic of success criteria and success factors two frameworks regarding success identification and success management will be suggested. Of course current strengths and weaknesses of the agency’s practices will be taken into consideration in the suggested frameworks. Finally, required operational and organizational adjustments for successful implementation of the suggested frameworks will be recommended as well. The results shown in this study indicate that the agency as a project owner has mature technical practices regarding choosing the right projects for the right priorities/Needs. However, the agency has some strengths and weaknesses in practices regarding identification of a comprehensive success criteria and management of success for the chosen projects. Our suggested frameworks alongside with suggested operational and organizational adjustments can rectify those weaknesses if the new frameworks well-institutionalized into the agency current project management practices effectively.