Project success

Organizations find it hard to define whether a project is successful, is it successful when a project is delivered within time and budget? Or is it successful when it realizes the business case? Or when the users are happy?

The tradition time, cost and quality factors don’t answer all these questions. To solve this question the European Foundation for Quality Management developed an framework based on an extensive literature study in which project success can be measured and how it can be influenced by the project organization. This framework consists of the influences of many project management techniques, by combining all these techniques a new and complete framework was developed(Cooke-Davies, 2002).


Figure 7: the project excellence model (Westerveld, 2003)

Within my thesis I use the way project results are measured to determine if a project is successful. Within the scope of this thesis the influence of a project organization on the success of cloud computing project is not taken in to account. As shown in Figure 7 the results part consist of a few aspects:

Project results which is measured in time, costs, and quality these are the aspects which normally are managed within a project.These factors are called the devils triangle, which means you can influence 2 factors and you have to deal with the consequences of the third.

Next to the results stakeholder satisfaction is another big aspect in project success, when a user won’t use a system the system is build for northing. The model splits the stakeholder into groups. The client is the project owner, he initiated the project so his satisfaction of the system is crucial. Within the project personnel is used to reach the result, they can influence the acceptance of the system. The users of the system need to be satisfied in order to get the system doing what it should do. Next to that partners such as external supplier are important for future support. And a category of other stakeholders which are not in the other groups.


Cooke-Davies, T. (2002). The" real" success factors on projects. International Journal of Project Management, 20(3), 185-190.

Westerveld, E. (2003). The Project Excellence Model®: linking success criteria and critical success factors. International Journal of Project Management, 21(6), 411-418.