On the difference between project management success and project success

Abstract

In construction projects, the perspective of the supply side (as represented by the design team) should converge with the business logics directing the demand side. Project management success is measured against the traditional efficiency factors cost, time and scope. Project success from the demand side is on the other hand measured as effectiveness according to a strategic perspective. It is acknowledged that project management success is important during project execution, and that professional clients will evaluate the probability of project success before they start execution. We have examined four cases, and analysed how the clients followed up efficiency and effectiveness in the front-end and during execution. In our cases, we found that the efficiency factors seemed to be followed-up continuously, from the early front-end and into the operational phase. When examining the follow-up of effectiveness from the early front-end and into the operational phase, we found a more varied situation. In one of the cases the client did not follow up the effectiveness in neither the front-end nor in the execution phase. In the next case the client followed up effectiveness only in the front-end. In the third case the client followed up effectiveness in only the execution phase. In the fourth case the client had a continuous follow-up of effectiveness, from the early front-end and into the operational phase. According to our analysis of the clients’ assessment of project effectiveness according to a strategic perspective (governance), we identified a correlation between this assessment and the project success. The more follow-up of the effectiveness, the more project success the clients experienced. Our conclusion is that in order to achieve project success, the client has to continuously follow up the effectiveness.