The business contribution part of early findings of the research - presented in PMI EMEA Congress 2013 in Istanbul - that evaluated what do we understand from project success and the effect of success factors.
• About half of the projects in Turkish IT sector are behind
schedule, over budgeted and deploy with initial quality problems.
• Among triple constraints, over budget projects are 12% more
than behind schedule projects. This is paralel to sector
experience since more importance is given to durations.
• On the other hand project deliverables successfully work and
highly used by the clients (83%).
• Classical cost, time and quality criteria – iron triangle - do not
represent project success in Turkish IT sector (as we see in global
• Understanding business, client and team needs and satisfaction of
these parties are as much as important - or more important - in
• Instead of using same standard criteria that do not represent
specific project characteristics and necessities, it will be better to
set special success criteria for each project in order to sustain
project team and client motivation; and to measure real success of
• Special importance should be given for the
project team to understand and believe the
project scope, goal and benefits for
• Project objectives must be
clear, concrete, realistic and measurable.
• They should be agreed upon by the project
stakeholders and participants.
• As a result, scope changes should be
managed very carefully.
• The availability of a team with relevant
technical skills and the availability of the
required technology are vital for IT projects.
• IT companies and divisions should give
necessary importance to Human Resources
(recruitment and training) activities.
0 5 10
As the project duration
increases, project success
• Large scopes should be divided
into smaller parts.
• Shorter delivery times should be
targeted with high concentration.
• Agile methods and program
management practices should be
widened in the sector, instead of
long project durations and waterfall