Research into successful projects reveals six underlying factors.
For 20 years I have been on a mission to understand how projects behave, what we can learn from them and how we can better manage them.
I thought it would be refreshing to look into why projects succeed rather than why they fail. But I faced two obstacles. First, “project success” is a multidimensional measure that means different things to different people. For example, the Sydney Opera House could now be deemed a success, yet it was completed six years behind schedule and at double the original cost. Second, there has been little research into the causal chains that lead to the success.
A CASE STUDY
My work led me to undertake a case study ...