Assessment 1-Criteria for Project Success
Step one: Find a case study which has story of success and/or failure of criteria for Project (extra information :https://www.girlsguidetopm.com/the-definitive-guide-to-project-success-criteria/)
Step two: Discuss what element of the case project, did they do well or not ? ex) plaining, stakeholder management , financial management communication. getting a vision or goals or other project management element
(Extra info:https://www.pmi.org/about/learn-about-pmi/what-is-project-management )
https://www.pmi.org/learning/library/what-makes-project-manager-successful-99
https://www.projectsmart.co.uk/15-causes-of-project-failure.php
Step three: Suggest with your own finding ex) if they fail the project because of stakeholder management then you suggest a stakeholder model for the case study company to follow.
Step One: Find a Case Study that has a story of success
The case study found for the project is about Dubai Electricity and Water Authority (DEWA), as the city has to offer consistent world-class services of water and electricity provision to its hundreds of thousands of residents. DEWA, established in 1992, has seen remarkable growth in the city in the last couple of decades. The provision of water and electricity with high standards and availability became a challenge for DEWA amid an increase in population of more than two million in the city. For instance, only in the year 2014, water connections rose to 30,000 from 23,350. The authority saw an increase in electricity demand in 2015 of five to six percent (PMI, 2018).
The authority discovered that it has not been following standard project management practices. It led to inefficiencies, a low level of innovation, redundancy in the data, and overburden on the employees to the administration. The leadership also discovered that standard project management practices could reduce risks and improve success rates. After diagnosing the areas for improvement, the leadership started a project to make things right. These changes range from the project team, implementation plan, cooperation, and participation from employees, and the use of SAP software in the project (PMI, 2018).
The SAP software had central importance in the portfolio and project management and enterprise asset management system—the project comprised of three phases starting from 2009 and continued after 2016. The project first focused on customer service, and the second phase had a focus on stores, procurement, human resources, and finances. The third phase brought changes in enterprise asset management generation and portfolio project management. It was all due to the support of the SAP software that led to the integration of solutions and contributions to DEWA’s objectives (PMI, 2018).
At the end of the project, DEWA could manage projects efficiently. The project ended at achieving many objectives. At the end of the project, the authority could close the accounting books in five days than the previous twenty days. It could check budgets in one minute than the previous three days. Steps in the utility connection process reduced to one from the previous nine. It could move purchase requisitions into the payment cycle in 15 days from the previous 60 days. Successful project completion won many honors and rewards for DEWA (PMI, 2018).
Step Two: What element of the case project did they do well or not?
The project was a success, and it was evident in light of the different elements involved in project management. Related elements went well in the project included financial management communication, getting a vision or goals, and stakeholder management. The criteria came to perfection by meeting deadlines and having meetings with project team members. The project team should have access to the software and increase customer satisfaction through an increase in efficiency and results at the end of the project. The project at DEWA worked on these elements that led to success.
Stakeholder Management
The project was a success because it managed all stakeholders effectively. DEWA found that the number of customers was increasing, and this increase could get it in a problematic situation ultimately. Moreover, DEWA got assistance from the software provider as it was also an important stakeholder. However, in the provision of electricity and water to a large number of customers, stakeholders become very important. An increase in residents in the city could be a threat. The administration and the government have to face a threat. Dubai was following a vision to become clean and energy efficient. High investment in the infrastructure resulted in attracting businesses and companies to locate in the city (Mulcahy, 2002). Therefore, the government needed to have a successful project. These were stakeholders affecting the project, but the focus of the project remained central to project activities. It aligned the project team to follow the objectives, and in so doing, it communicated the goals of the project. The SAP software provider provided with the software and the authority implemented it without any delay or mistake. It resulted in the successful completion of the project. It did not need to consider external stakeholders because successful completion of the project could serve their interests (Eskerod & Larsen, 2018).
Financial Management Communication and Timely Completion
The element of financial management communication was not evident in managing the said project. It has not provided the financial figures, but some indications reveal the consideration of the element. For instance, the achievements section of the case study has referred to a balanced scorecard. Successful completion of the project led to achieving four perspectives of the balanced scorecard. These perspectives were related to financial management, internal process management, customer service provision, and enabling learning and growth in the authority.
A financial perspective must have communication because a project team was there to lead the project. The team had senior management representatives, and they helped in the implementation of the SAP software. SAP software also has the price, and its application calls for financial assistance from the authority. In the absence of distinct data, there is plenty of evidence to assume that everything related to financial management remained on track to achieve project outcomes.
On the other hand, the project followed three phases, where each stage had time to complete. The project communication and integration were perfect so that each phase completed in a given time. It led to the timely completion of the whole project; otherwise, it could not complete the project in time. It is part of the project management literature that late projects lead to an increase in project cost. The increasing cost had a direct impact on project financial management concerns. The presence of a dedicated team for the project made it possible that it remained on track because of effective communication among project team members (Symonds, 2011).
Getting a Vision or Goals
DEWA had the long-term vision beyond years to come, and the vision led Dubai and United Arab Emirates to become an attractive business and corporate location in the region. Federal and local government and administration had a clear vision for the city. The administration strives to achieve targets under the vision. These include the UAE Vision 2021, the Dubai Clean Energy Strategy 2050, the Dubai Plan 2021, and the UAE Centennial 2071. The bottom line of this vision surrounds sustainability as the city administration strives to ensure sustainability. DEWA started the project to keep it along with this vision, and the focus was beyond the authority’s own goals and objectives. These goals and objectives were related to the country, and it led the project team to have a strategic focus. This consensus of vision of the project in the team also pointed to the timely completion of the project. It also raised the effectiveness and value of the project for the authority because it was not the authority interested in the timely completion of the project. The element of getting on vision or goals has a fundamental and crucial impact on project success because it does not rely on operational priorities. Operations have to follow the strategic milestones and objectives, and these goals fell beyond the years to come. Along with these elements leading the project to success, different success criteria also play their role.
Success Criteria
Project success criteria have different considerations. It should hold consistent and active project board meetings. The presence of a dedicated team in the DEWA project has followed this criterion. A timely audit of the project activities is an adequate success criterion. It should follow the timetable set for the project. However, in the case of this particular project, there was no project audit mentioned, but activities followed three phases. Each phase had to follow a timetable due to which timely completion of the project is possible. Achievements of the project also indicate that the project has come up with expectations (Harrin, 2019).
The performance of the project is high against every measure. Access to the software was crucial because every project member should have access. In the project, the project teams worked on the integration and application of the project. The success of the project was due to the implementation of the project in every aspect. It increased customer satisfaction because customer service was also focused. Therefore, the project has met many success criteria, and it resulted in the effectiveness of the project (Harrin, 2019).
Step Three: Suggestion with your Findings
Findings from the case study analysis show that the project has covered objectives and followed them. The good results of the project are because of the excellent execution of the project. It has achieved targets and milestones. However, this section suggests the case study should adopt a model to enhance stakeholder involvement. In the following, a model has presented how the Dubai administration or UAE government can switch to the e-government model. In so doing, it has to support the stakeholder theory presented in a recent research article. Dubai is heading towards its vision to be a sustainable city in the future; it has to keep investing and focusing on the infrastructure. It is better to adopt this model that has some salient components like professionalism ideal, efficiency ideal, service ideal, and engagement ideal (Rose et al., 2018).
The e-government purpose can relate to professionalism ideal by offering flexible and secure public record that is also available in electronic format. Along with it, the project should keep standardized administrative purposes as well. For meeting the efficiency ideal, the e-government purpose should streamline projects of public importance around digital and innovative technologies. For meetings, the service ideal for e-government purposes should provide maximum possible services and assistance online. For meeting the engagement ideal, the e-government purpose should proactively interact with the public. In so doing, the e-government model can come up with all stakeholders and their expectations; it would also keep the system correct in all respects.
The case study has used software that has brought results favorable to water and electricity generation and availability to Dubai residents. Therefore, the e-government model should offer value to society and the system by providing a technological frame for information technology. For this purpose, the government should invest in the infrastructure. It can increase professionalism ideal. Infrastructure offers a broad range for the application. Then, it comes to the efficiency ideals that call for an increase in automation. Service ideal calls for service enabling and engagement ideal call for networking. These ideals and their relevance with e-government can provide enough insight for stakeholders’ theory to be used in projects of public importance. The case study highlights the role performed by DEWA. It has completed the project successfully, but these suggestions have a strategic focus. Institutions like DEWA and the national government, along with city administration, should adopt the e-government model to take all stakeholders on one page. It is instrumental and practical on a long-term basis.
Source: https://www.sciencedirect.com/science/article/pii/S0740624X17304872
Conclusion
The case study and its analysis concluded that DEWA had completed a project of public importance. Such projects are not easy to complete with effectiveness unless there is determination and a clear focus. The availability of resources also matters, and one should see what is at stake. Dubai is the Middle Eastern city that has set the vision to be an attractive place for businesses and tourists. Therefore, it has to make sure that it has all the modern facilities. DEWA is responsible for providing electricity and water services to hundreds of thousands of residents in the city. It has used SAP software and implemented it timely. The success of the project is due to the following elements of success criteria. In the end, this paper has also suggested the e-government model for DEWA, the national government, along with the city administration. It has to take all stakeholders on board so that the future needs of such a project keep fulfilling. It is not possible to run a project with a short-term focus, but the government should devise a strategy with the promotion of stakeholders strategically.
References
Eskerod, P. & Larsen, T., 2018. Advancing project stakeholder analysis by the concept ‘shadows of the context. International Journal of Project Management, 36(1), pp.161-69.
Harrin, E., 2019. The Definitive Guide to Project Success Criteria. [Online] Available at: https://www.girlsguidetopm.com/the-definitive-guide-to-project-success-criteria/ [Accessed 25 March 2020].
Mulcahy, R., 2002. What makes a project manager successful? [Online] Available at: https://www.pmi.org/learning/library/what-makes-project-manager-successful-99 [Accessed 25 March 2020].
PMI, 2018. How DEWA Increased Efficiencies and Value Using Streamlined Project Management Processes. [Online] Available at: https://www.pmi.org/-/media/pmi/documents/public/pdf/case-study/dewa-increase-efficiencies-value.pdf?v=89f32fbd-90c7-4b64-95e3-e7c968cde05f [Accessed 25 March 2020].
Rose, J., Flak, L.S. & Sæbø, Ø., 2018. Stakeholder theory for the E-government context: Framing a value-oriented normative core. Government Information Quarterly, 35(3), pp.362-74.
Symonds, M., 2011. 15 Causes Of Project Failure. [Online] Available at: https://www.projectsmart.co.uk/15-causes-of-project-failure.php [Accessed 25 March 2020].
