Principal Success Drivers

The first study of PSD was based on a large sample of British firms and their efforts at implementing new technologies (Morris 1983). The key concept derived from this study was the breakdown of implementation process into a life cycle comprising four stages: 1) team formation, 2) build-up, 3) main phase, 4) closeout. Among the behavioral factors examined by the study were personal motivation, top management support, team motivation, clear objectives, client support, technical issues, and financial concerns. The results of the study, as shown in the table, demonstrate three important points. First, the relative importance of the various Critical Success Factor changes as the implementation effort proceeds through its life cycle. For example, at stage one, team formation, the most important factors are personal motivation and top management support. However, by the time the implementation process is in its closeout stage, personal and team motivation become the most important factors affecting the success of the project.

Principal Succes Drivers
Stage
 PSD (in order of appearance)
Formation
 Personal Ambition
Top Management Support
Team Motivation
Clear Objectives
Technological Advantage
Build-up
 Team Motivation
Personal Motivation
Top Management Support
Technical Expertise
Main Phase
 Team Motivation
Personal Motivation
Client Support
Top Management Support
Close-out
 Personal Motivation
Team Motivation
Top Management Support
Financial Support



Critical Success Factors (CSF)

There is a growing body of project management literature that focuses on implementation CSF. However, in many cases, project management prescriptions and process frameworks are theoretically based rather than empirically proven. That is, the evidence supporting these sets of factors often comprises  anecdotal, single-case studies, or they are theory derived rather that empirical. While sometimes there exists strong intuitive evidence supporting the conceptual frameworks of the project management process, there is relatively little empirical basis for the resulting models and theories of project management and implementation. From Pinto and Slevin's research and development of ten-factor model (1987), examining over four hundred projects varying greatly in terms of basic characteristics, however, we can begin to explore how these factors offer new insights into the managerial nature of project CSF.

1. Project Mission
Initial clearly defined goals and general directions.

2. Top Management Support
Willingness of top management to provide the necessary resources and authority/power for implementation success.

3. Schedule/Plans
Detailed specification of the individual action steps for system implementation.

4. Client Consultation
Communications, consultation. and active listening to all parties impacted by the proposed information system.

5. Personnel
Recruitment, selection, and training of the necessary personnel for the implementation project team.

6. Technical Tasks
Availability of the required technology and expertise to accomplish the specific technical action steps to bring the information system online.

7. Client Acceptance
Act of selling the final product to its ultimate intended users.

8. Monitoring and Feedback
Timely provision of comprehensive control information at each stage in the implementation process.

9. Communication
Provision of an appropriate network and necessary data to all key actors in the information system implementation process.

10. Troubleshooting
Ability to handle unexpected crises and deviations from plan.