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Casual Articles - Analysis of Project Success Criteria and Success Factors
Enterprise Resource Planning (ERP) is the system that handles the internal course of action of a business. It comprises of resources planning, management control and equipped control. It came after manufacturing resource planning (MRP II), a proposal for the effective planning of all resources of a production company. This further originated from material requirements planning (MRP), the method used to handle the manufacturing processes. ERP mainly deals with manufacturing, logistics, inventory, invoicing and accounting of a company. It is a back office system wherein the clientele, suppliers and the general public are not directly involved. ERPs are generally cross-functional and enterprise-wide, and all the company departments are integrated in one system.ERP makes use of software for the smooth functioning of business activities. Using economic reusable software, which tends to be common for a wide range of industries is more efficient than using highly priced customized ERP software. It is seen that new ERP software now also cater to the needs of hospitals, manufacturing industries, government departments and other business sectors.ERP software forms the most vital part of an ERP system. It contains different components and each has its own function in the business process. ERP modules relate to production planning, purchasing, inventory control, sales, marketing, finance and human resources.ERP software are important as it helps people manage all the operations of their departments from production to distribution and accounting in one integrated system. It helps minimize operating costs, facilitate day-to-day management and sustain strategic planning. However, its success is dependant on the skill, experience and adequate education of employees on how to make use of the ERP software correctly. This, in turn, will help promote proper functioning of the business processes and increase profitability. Enterprise Resource Planning software has a number of advantages and disadvantages. As such, customers ought to take into consideration and research all possible factors befor
The difference between criteria and factors is fuzzy for many people. The Cambridge Advanced Learner's Dictionary describes a criterion as
Many who thrive in the workplace are those bursting with drive and determination. These folks who are motivated by their jobs.Every person who works have personal reasons for working. While most work for money, others work because they love their jobs and because experience a sense of fulfillment. Some work because they desire to aid others or to feel distinguished in a field. People work because they are motivated by certain reasons.A core reason why people are driven to work is because of the earning potential. Money is a key factor in working. Money is also the motive why most people are inflamed to get degrees or intense training for their jobs. They seek to better themselves in their workplace to attain a higher pay. Compensation for work pays the bills, stocks the fridge, buys clothing for the kids and allows for people to enjoy leisure activities. When people receive commensurate pay for the work they do, they are more spurred to work harder and more efficiently. An employer who underestimates the power of money is making a grave mistake. Not fairly compensating an employee can mean losing that person to a high paying job. Money can motivate almost any employee to labor more efficiently.Additionally, another reason why people spend nine hours or more a day at work is because they crave recognition for their performance. Without proper recognition, employees will slack off.Recognition comes in many forms. In fact, after money, recognition is one of the main reasons why people search for advanced jobs. They desire to work for a company where they feel secure with their future and know that they have a chance for promotion. Employees want others that work with them to feel equally responsible and work just as hard. Most employees feel that fellow workers should be fired or suffer demotions if they do not work as hard as they do. The failure to discipline slacking employees results in severe office demotivation.A further reason why people feel motivated to work is because they want their employer to recognize what is significant to them. Those who work de
One of the vaguest concepts of project management is project success. Since each individual or group of people who are involved in a project have different needs and expectations, it is very unsurprising that they interpret project success in their own way of understanding (Cleland & Ireland, 2004, p2). "For those involved with a project, project success is normally thought of as the achievement of some pre-determined project goals" (Lim & Mohamed, 1999, p244) while the general public has different views, commonly based on user satisfaction. A classic example of different perspective of successful project is the Sydney Opera House project (Thomsett, 2002), which went 16 times over budget and took 4 times more to finish than originally planned. But the final impact that the Opera House created was so big that no one remembers the original missed goals. The project was a big success for the people and at the same time a big failure from the project management perspective. On the other hand, the Millennium Dome in London was a project on time and on budget but in the eyes of the British people was considered a failure because it didn’t deliver the awe and glamour that it was supposed to generate (Cammack, 2005). "In the same way that quality requires both conformance to the specifications and fitness for use, project success requires a combination of product success (service, result, or outcome) and project management success" (Duncan, 2004).
The difference between criteria and factors is fuzzy for many people. The Cambridge Advanced Learner's Dictionary describes a criterion as "
Let’s face it, Accountants are amongst the most talented people either working for or providing services to businesses. They have successfully got through a set of demanding and competitive exams and got a whole lot of knowledge. They have huge potential yet so often never fully exploit it. Why is that? From my own experience, there are a number of reasons:1. They focus their development on technical accounting2. They don't get clear on what they want to achieve professionally3. They spend most of their time producing numbers rather than contributing to business success. An article in the December 2006 edition of Financial Management suggests as much as 80% of their time is spent producing numbers4. They don't promote themselves and the contributions they can make. It is all very well having lots of people who can come up with creative ideas. Good Accountants can help non financial managers translate it into something tangible5. They don't ask the business what they want and build a service plan to deliver itSo how can Accountants start making the transition to leader:1. Get clear on what their professional goals are. This includes the level they want to get to, the type of organisation they want to work in, salary2. Start to use CPD as an opportunity to build a long term personal development plan3. Look for ways to change practices so that the time spent producing numbers is reduced and time is released to spend with managers and in the organisation4. Start letting non financial managers know the type of contributions they can make and do two or three things to demonstrate credentials to the cynics5. Conduct a customer survey so that the service you offer fits with the needs of the organisation not what you think they needReturn on investment is a key measure for business decisions. How are you doing at getting a return on your investment in becoming an accountant?
The difference between criteria and factors is fuzzy for many people. The Cambridge Advanced Learner's Dictionary describes a criterion as
Searching job is a sophisticated project that requires knowing the latest techniques and browsing for jobs is not an easy thing to do. Finding a suitable job among the many jobs available in Hong Kong and on the market can be a difficult experience.In your search through the posted jobs, you should use the Internet to the fullest. Also, try to make contact with potential employers in your area and you can even try volunteering. It may help you learn more about the desired job and gain work experience.When searching for jobs in Hong Kong, you should start with an open mind. Jobs in Hong Kong are split in many categories and using the Internet yields a wealth of information. Remember that there are quite a few contacts to be made on the Internet if you want to land the one of the available Hong Kong jobs.Applying to employment opportunities for jobs in Hong Kong has become a true race these days. You have to be quick and work what you have. Available Hong Kong jobs are not there to wait for you, so you must use every tool, avenue, resource, relationship and asset in order to find the ideal job.While you're looking for jobs in Hong Kong use traditional methods and also non-traditional techniques. Look at all the posted Hong Kong jobs from A to Z. Do not be hasty and look only for Hong Kong jobs in your current field and industry. Be open to new possibilities and experiences when browsing through Hong Kong jobs. Consider looking at positions that you can transfer your skills to easily.On the Internet you can find hundreds of jobs in Hong Kong and you can browse and post resume sites. Some of these career choices specialize in specific industries; others supply a broad base of Hong Kong jobs. You should go to as many sites and search for Hong Kong jobs that have been posted by prospective employers.When you go online, post an updated copy of your resume. In order to land more easily one of the available Hong Kong jobs, create business cards with your contact information and a brief description of your abilities and career interest.Hiring professional
The difference between criteria and factors is fuzzy for many people. The Cambridge Advanced Learner's Dictionary describes a criterion as
A Group Decision Support System (GDSS) offers a viable and attractive alternative over the traditional, oral meeting environment and in many situations, has revolutionized the concept of meetings. Interest and research in the area of GDSS is growing due to the systems' ability to enhance group productivity, Marketing Strategies and interaction. Group Decision Support System is a system that combines communication, computing, and decision support technologies to facilitate formulation and solution of unstructured problems by a group of people. There has been a general lack of consensus about what exactly constitutes a Group Decision Support System, however. GDSSs have evolved beyond their original emphasis on decision-making, and new terms such as Electronic Meeting System, Computer Supported Collaborative Work and Groupware are also used to describe the technology.Most GDSSs are designed to help groups become more productive by supporting the exchange of ideas, opinions, and preferences within the group. Group participants using a typical GDSS may be seated at microcomputer terminals arranged in a semi-circle or U-shape and connected via a Local Area Network (although alternative meeting styles are also available as discussed in the following section). A group leader or facilitator stands in front of the group and controls the meeting by starting and stopping the software, preparing questionnaires, and performing other administrative tasks. Meeting participants communicate with each other and the facilitator via a computer network and participate in brainstorming, voting, ranking, and other procedures to accomplish group tasks.In addition, the software may provide access to databases, models, statistical analysis packages, and a host of other tools.
The difference between criteria and factors is fuzzy for many people. The Cambridge Advanced Learner's Dictionary describes a criterion as
Getting people into your business does presuppose that you'll take their advice!I've only ever found two companies who didn't want to grow their business! And a recommendation I made to one of the companies would have doubled their turnover, with practically no work on their part!You don't need to let hidden opportunities or threats stunt your company growth. It's simply a matter of having the courage to employ someone who can stand outside your business, whilst understanding its principles and give you an unbiased report.Who Should You Employ To Act As The External Observer? To get the best from your consultant you need someone who: Is willing to investigate the company and do the necessary analysis Has been into at least 5-10 different companies Has worked for at least one blue chip company as a permanent employee at some stage Is not a specialist, such as an accountant, lawyer or bankerNot a "friend" The reasons you need these criteria to help you choose a consultant are:Consultants can come with the "one size fits all" approach and their strategy is a very rapid visit followed by a boiler plate report. In which little that will help the company is detailed. leaving the company exactly where it was before. The positive side to this is that it doesn't cost much. The downside? It's a waste of time.Another consultant's approach is to flood the company with bodies (so called "leveraging").The resulting report is more likely to be tailored to the client. However, the downside is the enormous cost and as the consultancy is likely to want further work in the company the worst areas may not be highlighted as they should. Or the consultant may push their own solution, involving their resources, when there's an easier, cheaper approach.If the consultant hasn't worked in at least 5 other companies they're unlikely to have seen how other operations run and to understand that whilst every company is different there are some common lessons that can be drawn.mmack, 2005). "In the same way that quality requires both conformance to the specifications and fitness for use, project success requires a combination of product success (service, result, or outcome) and project management success" (Duncan, 2004).
The difference between criteria and factors is fuzzy for many people. The Cambridge Advanced Learner's Dictionary describes a criterion as "a standard by which you judge, decide about or deal with something" while a factor is explained as "a fact or situation which influences the result of something". Lim & Mohamed applied those definitions to project success and illustrated the difference as show in Figure 1. It is clear now that critical factors can lead to a series of events which ultimately meet the overall success criteria of the project, so they shouldn’t be used as synonymous terms.
Success Criteria
Many lists of success criteria have been introduced in the previous decades by various researchers. Primal success criteria have been an integrated part of project management theory given that early definitions of project management included the so called ‘Iron Triangle’ success criteria – cost, time and quality. (Atkinson, 1999, p338)
Atkinson continues that "as a discipline, project management has not really changed or developed the success measurement criteria in almost 50 years". To meet the urgent need of modernizing the out of date success criteria, he suggest the ‘Square Route’ (figure 3) success criteria instead of the ‘Iron Triangle’, where he groups the criteria that other academics have proposed. The main change is the addition of qualitative objectives rather than quantitative, namely the benefits that different group of people can receive from the project. These benefits are seen from two perspectives, one from the organisational view and one from the stakeholders view. It is obvious that each part will have benefit differently from projects. For exa
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