Home > Research > Publications & Outputs > Failure, success, and maturity in projects

Research

Links

Text available via DOI:

View graph of relations

Failure, success, and maturity in projects

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

Published

Standard

Failure, success, and maturity in projects. / Ahiable, A.; Dalcher, Darren.
Procs 2005 IEEE International Engineering Management Conference. Vol. 2 IEEE COMPUTER SOC, 2005. p. 793-797.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

Harvard

Ahiable, A & Dalcher, D 2005, Failure, success, and maturity in projects. in Procs 2005 IEEE International Engineering Management Conference. vol. 2, IEEE COMPUTER SOC, pp. 793-797. https://doi.org/10.1109/IEMC.2005.1559258

APA

Ahiable, A., & Dalcher, D. (2005). Failure, success, and maturity in projects. In Procs 2005 IEEE International Engineering Management Conference (Vol. 2, pp. 793-797). IEEE COMPUTER SOC. https://doi.org/10.1109/IEMC.2005.1559258

Vancouver

Ahiable A, Dalcher D. Failure, success, and maturity in projects. In Procs 2005 IEEE International Engineering Management Conference. Vol. 2. IEEE COMPUTER SOC. 2005. p. 793-797 doi: 10.1109/IEMC.2005.1559258

Author

Ahiable, A. ; Dalcher, Darren. / Failure, success, and maturity in projects. Procs 2005 IEEE International Engineering Management Conference. Vol. 2 IEEE COMPUTER SOC, 2005. pp. 793-797

Bibtex

@inbook{8f4d363307e24620b4a45a2f78e58cf0,
title = "Failure, success, and maturity in projects",
abstract = "The information technology industry has experienced a tremendous growth over the last 30 years but still beleaguered by failed projects. Failure cases are typically dominated by large and complex projects. Moreover, the percentage of projects being developed above their limits of time, budgeted cost and quality is still high. However, in defining project success, are these the only parameters that make the difference? According to the PMI Project Management Body of Knowledge, Project Management is about delivering a product or service on time, within the allocated budget and according to customer defined quality and specification, by a motivated project team. Indeed, success as well as failure, appears to be linked to a wide range of factors.",
author = "A. Ahiable and Darren Dalcher",
year = "2005",
doi = "10.1109/IEMC.2005.1559258",
language = "English",
isbn = "078039139X",
volume = "2",
pages = "793--797",
booktitle = "Procs 2005 IEEE International Engineering Management Conference",
publisher = "IEEE COMPUTER SOC",

}

RIS

TY - CHAP

T1 - Failure, success, and maturity in projects

AU - Ahiable, A.

AU - Dalcher, Darren

PY - 2005

Y1 - 2005

N2 - The information technology industry has experienced a tremendous growth over the last 30 years but still beleaguered by failed projects. Failure cases are typically dominated by large and complex projects. Moreover, the percentage of projects being developed above their limits of time, budgeted cost and quality is still high. However, in defining project success, are these the only parameters that make the difference? According to the PMI Project Management Body of Knowledge, Project Management is about delivering a product or service on time, within the allocated budget and according to customer defined quality and specification, by a motivated project team. Indeed, success as well as failure, appears to be linked to a wide range of factors.

AB - The information technology industry has experienced a tremendous growth over the last 30 years but still beleaguered by failed projects. Failure cases are typically dominated by large and complex projects. Moreover, the percentage of projects being developed above their limits of time, budgeted cost and quality is still high. However, in defining project success, are these the only parameters that make the difference? According to the PMI Project Management Body of Knowledge, Project Management is about delivering a product or service on time, within the allocated budget and according to customer defined quality and specification, by a motivated project team. Indeed, success as well as failure, appears to be linked to a wide range of factors.

U2 - 10.1109/IEMC.2005.1559258

DO - 10.1109/IEMC.2005.1559258

M3 - Chapter

SN - 078039139X

VL - 2

SP - 793

EP - 797

BT - Procs 2005 IEEE International Engineering Management Conference

PB - IEEE COMPUTER SOC

ER -