Recent Changes

Abstract :
In any discussion on success, it is essential if the project manager and team member know how to trade-off the triple constraint in Project Management which is consists of scope, time and cost. This triangle is the “magic combination” that is continuously pursued by the project manager to implement project success. The role different management techniques in project management to ensure the project success has been widely establish to monitor and balancing the project activity. This research aims to identify the role of the three elements (scope, cost and time) in project management to achieved project success and to demonstrate the relationship between the roles of the three elements will bring a higher possibility of project success. According to Atkinson (1999,p337) and De Wit (1988,164) indicate that project success relate with the triple constraint. To implement this research the data will be collected in two ways which is by distributing the survey questionnaire and interview session. This research targeted at 30 Construction Company in Malaysia and the population targets are project manager, project team member and top management of the company. The results may be of a great help to the construction company to understand more about the important of managing these three elements that will lead their company to achieve project success and can manage their project with more efficient and effective.

PREPARATION SPEECH OUTLINE
1. INTRODUCTION
a) attention getter - ask question about the figure that will be appear
b) intro of my self – brief my background and title of the presentation
c) objective – explain the objective of conducting the research
transition to body of speech: now move on to the next slide
body
a. main point 1- explain briefly about the history of project management, meaning of the key
terms and the problem statement
i. supporting details 1- factors that influence project success
ii. supporting details 2 - show the example of how to manage the project by using the triple
constraint (chart or diagram)
transition:
b. main point 2- reviews the previous study about the same topic
i. supporting details 1- scope management, cost estimation and scheduling
ii. supporting details 2- project management performance
transition:
c).main point 3- the instrument that will be use to collect data ( interview and survey
questionnaire)
i. supporting details 1- participant for the data collection ( project manager, team members and
top management)
ii. supporting details 2- brief about how to analyze the data (SPSS Program)
conclusion
a. summary of main points - significance of the study and future relevant research
b. memorable final statement

2.0 Methodology
the research topic andtopic, the process the respondents.
In
2.1 Research site
This research targeted at construction company in Malaysia including private and government sector because, I want to know either most of construction company in Malaysia concerned about management process in handling a project or not, besides that most of studies that has done before is conducted and reviews at Western Region only. In the other hand, purpose of this study is conducted at this organization because they are very close with the topic and their major activity is managing a project. So that, the information that will be collected more stabilize and confidential.
2.2 Description of Participants
This research involves 30 construction companies and 150 individuals are invited to participate. The participants consist of project manager, project team members, stakeholders and Executives of the organization will be responded this study. The respondent will be choose randomly even though the population has been known, that means the survey questionnaire did not ask their name but for the interview session the respondents will be identify first, which is their name, location of their organization, position will be ask and will be record as well . These groups are chosen because, the questions that are develop is relating to their knowledge, perspective on the past project and their experience as being a project manger.
2.3 Research Focus
The purpose of this study is to identify the role of triple constraint in project management in achieving project success and how these three elements may affect project activity. Triple constraints consist of scope, time and cost. As the PMBoK (2000) that published by the PMI cited that project success criteria should include the “Iron Triangle”. In this study, the respondents will be asked how they trade-offs these three elements to monitor their project in order to complete and to deliver the project objective.
2.4 Data collection methods/ instrumentation
In this study I choose approaches to achievecollect the result and findings. Firstlydata which are by distributedistributing the survey questionnaire and secondlyinterview session. The questionnaire will be send via email because to overcome geographic problem, such as the area too far from the origin of place of doing this research, so as the alternative the questionnaire will be distribute by using email and the questionnaire will be receive in short time. Personally administered questionnaire also will be used in this study because any doubt regarding to the question, the respondent can ask immediately, can ensure that the data that have been collected is complete and as a back up if the data that send via email did not enough or the respondents ignore to participate in this study. Meanwhile the interview session will be held in face to face with the respondent. The context chosenThis method is management based project. Designchosen because this method provides rich data, to explore more about the topic of the research and understand the complex issues.
2.5 Research procedure
Before the survey questionnaires and the interview session proceed, a formal letter will be send to the research site to notify the organization that their company will be involve and will response to this study. The survey questionnaire will by send via email to the all company that have been choose and inform the staff that question has been send to their email. The respondent will be give two days to complete and collect the question from their company and send back to me. Personal administer mean the questionnaire will be send by myself either via postcard or directly come to the company. The questionnaire that send by postcard, a small monetary will be provide to pay the service such as the stamp and buy a new envelops. These methods need at least two weeks to send the questionnaire and to collect the data. To avoid biases and more convenience, the interview session will be conducted to support the general observation. In addition, this session will be handling by face to face between the interviewee and the interviewer. Besides that the respondent also can suggest or adding more information in this section. This session will be recorded to gain an information and as a proved that this session has been done.
2.6 How are you going to analyze the data? (Data analysis procedure)
Design of research develop by adaptingadopting the scoring to this research and the instrument will be measured by Project Implementation Profile (PIP).research. Both of knowledge and opinion.The question will be sent via email and personally administer handling by sending the questionnaire to the 30 companies.opinion. The data of the answers. This research target respondent are Project managers, team members and stakeholders responded to question relating to their specific project and organization executives from various companies and focus more on Construction activity to provide a perspective on the past project. To avoid biases and more convenience, theanswer. The interview section will be conducted to support the general observation and the respondent also can suggest or adding more information in this section. This session will will be analyzeanalyzed word by and this ismethod take a time to transcriptinterpret their feedback. real situation. Once the gathering data has been done, the data will be interpret in the full report to explain the outcome of this study.
2.7 Summary
In conclusion all the methods of instrument that will be used in this research are very useful to get the information about this reseacrh. Meanwhile the population that has been targeted will provide the information by participating in this study. It is essential to every researcher to identify the type of instrument that will be used and identify the type of population to establish the outcome of this research. Besides that, the population also help the researcher to examine whether the ideas or suggestion in this study can be accepted or vice versa.

2.0 Methodology
This chapter is about identifying the method to be used to observe the respondent view about the research topic and the process of selecting the respondent, process of collecting the data and discuss about how the data will be measured once the data are collect. In this study I choose two approaches to achieve the result finding. Firstly by distributing the survey questionnaire and secondly by interviewing the respondents.
by sending
the the questionnaire to time to interprettranscript their feedback.

Title : Project Success or Failure : The Role of The Three Elements In Project Management on Achieving Project Success
Abstract :
In any discussion on success, it is essential that a distinction is made between project success and the success of the Project Management. The role of different Project Management techniques to implement projects successfully has been widely established in areas such as time, cost and quality. This research aims to identify the role of the three elements in project management may affect the Project performance and what an organization should do to improve or maintain the management performance to achieve project success. It demonstrates the relationship between the roles of that element will bring a higher possibility of project success.
1.0 INTRODUCTION
1.1 Background :
A good project management begins with strong concept and clear goals, in most modern organizations, project management known as a key in managing any kind of business activity including managing a project. In addition projects have been managed by technical and management knowledge to trade offs the triple constraints to deliver and meet the project objectives. For example networks, bar charts, job costing, and scheduling, these tools sometimes very successful and the other times with poor result. Project management has emerged a strong discipline practiced by highly trained, certified professional as organization have come to realize they cannot stay in business if they cannot manage their projects. However, many companies are still limiting the application of project management to the tactical level. But smart organization recognizes project management is a critical strategic tool in achieving projects success. For instance, the PMBoK (2000) guide published by the PMI suggests that hit56project success criteria should include the “Iron Triangle” (Scope, time and cost). The purpose of project management is utilizes the appropriate resources of the organization in controlled structured manner to achieve some clearly defined objectives identified as strategic needs that always conducted within a defined set of constraints. This paper aims to identify the role and the effect of triple constraint in achieving project success or failure and what an organization should do to improve or maintain the management performance to achieve project success. It demonstrates the relationship between the roles and the effects of triple constraint will bring a higher possibility of project success.
1.2 Problem Statement
Research in the past has identified various causes or reason for project success since 1960s. Oisen (1971) stated that project management has not really changed or developed the success measurement criteria in almost 50 years. Meanwhile Klein (1994,p 21-28) report that four out of five re-engineering project are unsuccessful and identifies nine fatal mistakes that organization make carrying out, there are: a) Unclear definition, b) Unrealistic expectations,
c) Inadequate resources, d) lack of sponsorship and f) wrong scope (wrong process to re-engineer).
In addition Coulson and Thomas (1992) agreed with Klein that many re-engineering projects are doomed to failure from the moment they initiated. Meanwhile current studies show that the criteria for judging project success most cited in the project management literature are “on time, on budget and to specification” Diana W and Joyce F(2002,p2). This shows Projects have been managed by technical and management knowledge by trade offs the triple constraints to deliver and meet the project objectives. This study aims to identify the roles of the triple constraints in project management in achieving project success and to demonstrate the roles of the three elements will bring a higher possibility of project success.
1.3 Research Objective
1.3.1 To identify how triple constraints may affect the project performance
1.3.2 To demonstrate the role of triple constraint will bring a higher possibility of Project
success.
1.4 Research Question
1.4.1 How project management influence project success or failure?
1.4.2 What are the major factors to determine project success?
1.4.3 Does controlling the scope, cost and time enhance the probability of project success?
1.4.4 Does the unclear scope of project effects on the time and costs of the project?
1.4.5 Does decrease and increase the cost of project influence project success?
1.4.6 Does delaying the date end of project effects on project costs and change the scope of the project?
1.4.7 What an organization should do to improve or maintain the management performance to achieve
project success.
1.5 Scope of Study
This research tests in two ways firstly, is based on a questionnaire survey and secondly by interview session that targeted at 30 construction company in Malaysia including private and government sector. 150 individuals are invited to participate in this project management survey such as project managers, team members and stakeholders. The survey questionnaire will be adapting The Project Survival Test and the data will be measure by combined into the number called The Project Vulnerability Quotient. This research will be conducted on 6 May 2010 until 5 June 2010.
1.6 Significance of Study
This research identify how project management may affect project performance by concerned the triple constraint (scope, time and cost) and demonstrate the relationship between the distinction in achieving project success. In previous research, most of the researcher found that project management influence project activity. For example Morley (1996) noted that the project management triangle based on schedule, cost and technical performance is the most useful in determining the success or failure of a project.

This chapter is about identifying the method to be used to observe the respondent view about the research topic and the process of selecting the respondent, process of collecting the data and discuss about how the data will be measured once the data are collect. In this study I choose two approaches to achieve the result finding. Firstly by distributing the survey questionnaire and secondly by interviewing the respondents.
In this study, I choose two approaches to achieve the result and findings. Firstly by distribute the survey questionnaire and secondly by interview the respondent. The context chosen is management based project. Design of research question are develop by adapting the scoring test by The Project Survival Test that measure by combined into number called The Project Vulnerability Quotient. Nine factors of success that was develop by Pinto and Prescott's also will be adopted to this research and the instrument will be measured by Project Implementation Profile (PIP). Both of these questionnaires using an agreement statement on a five-point Likert scale (from 1 strongly disagree to 5 strongly agree) to specified their knowledge and opinion.The question will be sent via email and personally administer handling by sending
means of the.the answers. This research

2.0 Methodology
2.0 Methodology
This chapter is about identifying the method to be used to observe the respondent view about the research topic and the process of selecting the respondent, process of collecting the data and discuss about how the data will be measured once the data are collect. In this study I choose two approaches to achieve the result finding. Firstly by distributing the survey questionnaire and secondly by interviewing the respondents.
by sending the
the questionnaire to the information. TheThe respondents for real situation.

2.0 Methodology
2.0 Methodology
This chapter is about identifying the method to be used to observe the respondent view about the research topic and the process of selecting the respondent, process of collecting the data and discuss about how the data will be measured once the data are collect. In this study I choose two approaches to achieve the result finding. Firstly by distributing the survey questionnaire and secondly by interviewing the respondents.
In this study, I choose two approaches to achieve the result and findings. Firstly by distribute the survey questionnaire and secondly by interview the respondent. The context chosen is management based project. Design of research question are develop by adapting the scoring test by The Project Survival Test that measure by combined into number called The Project Vulnerability Quotient. Nine factors of success that was develop by Pinto and Prescott's also will be adopted to this research and the instrument will be measured by Project Implementation Profile (PIP). Both of these questionnaires using an agreement statement on a five-point Likert scale (from 1 strongly disagree to 5 strongly agree) to specified their knowledge and opinion.The question will be sent via email and personally administer handling by sending the questionnaire to the 30 companies. The data will be measured by using SPPS software to calculate the median, mode and means of the. This research target respondent are Project managers, team members and stakeholders responded to question relating to their specific project and organization executives from various companies and focus more on Construction activity to provide a perspective on the past project. To avoid biases and more convenience, the interview section will be conducted to support the general observation and the respondent also can suggest or adding more information in this section. This session will be recorded, because their answer will be analyze word by word and this is take a little bit of time to interpret their feedback. So that the record will be play a couple of time to get the information. The respondents for interview section are the expert in project management such as the Project Manager that have 5 years above experience and the top management of the organization to compare their own opinion with the result of research that has been studied and the real situation.

In Project ManagementManagement on Achieving ProjectProject Success
Abstract :
In any discussion on success, it is essential that a distinction is made between project success and the success of the Project Management. The role of different Project Management techniques to implement projects successfully has been widely established in areas such as time, cost and quality. This research aims to identify the role of the three elements in project management may affect the Project performance and what an organization should do to improve or maintain the management performance to achieve project success. It demonstrates the relationship between the roles of that element will bring a higher possibility of project success.
A good project management begins with strong concept and clear goals, in most modern organizations, project management known as a key in managing any kind of business activity including managing a project. In addition projects have been managed by technical and management knowledge to trade offs the triple constraints to deliver and meet the project objectives. For example networks, bar charts, job costing, and scheduling, these tools sometimes very successful and the other times with poor result. Project management has emerged a strong discipline practiced by highly trained, certified professional as organization have come to realize they cannot stay in business if they cannot manage their projects. However, many companies are still limiting the application of project management to the tactical level. But smart organization recognizes project management is a critical strategic tool in achieving projects success. For instance, the PMBoK (2000) guide published by the PMI suggests that hit56project success criteria should include the “Iron Triangle” (Scope, time and cost). The purpose of project management is utilizes the appropriate resources of the organization in controlled structured manner to achieve some clearly defined objectives identified as strategic needs that always conducted within a defined set of constraints. This paper aims to identify the role and the effect of triple constraint in achieving project success or failure and what an organization should do to improve or maintain the management performance to achieve project success. It demonstrates the relationship between the roles and the effects of triple constraint will bring a higher possibility of project success.
1.2 Problem Statement
Unrealistic expectations,
c)
c) Inadequate resources, to re-engineer).
In addition Coulson and Thomas (1992) agreed with Klein that many re-engineering projects are doomed to failure from the moment they initiated. Meanwhile current studies show that the criteria for judging project success most cited in the project management literature are “on time, on budget and to specification” Diana W and Joyce F(2002,p2). This shows Projects have been managed by technical and management knowledge by trade offs the triple constraints to deliver and meet the project objectives. This study aims to identify the roles of the triple constraints in project management in achieving project success and to demonstrate the roles of the three elements will bring a higher possibility of project success.
1.3 Research Objective
project performance
1.3.2
1.3.2 To demonstrate of Project
success.
1.4 Research Question
or failure?
1.4.2
1.4.2 What are project success?
1.4.3
1.4.3 Does controlling and time enhanceenhance the probability project success?
1.4.4
1.4.4 Does the the project?
1.4.5
1.4.5 Does decrease project success?
1.4.6
1.4.6 Does delaying the project?
1.4.7
1.4.7 What an to achieve
project success.
1.5 Scope of Study
This research tests in two ways firstly, is based on a questionnaire survey and secondly by interview session that targeted at 30 construction company in Malaysia including private and government sector. 150 individuals are invited to participate in this project management survey such as project managers, team members and stakeholders. The survey questionnaire will be adapting The Project Survival Test and the data will be measure by combined into the number called The Project Vulnerability Quotient. This research will be conducted on 6 May 2010 until 5 June 2010.
of Study
This
This research identify For example Morleybbib11Morley (1996) noted that the hit43projectproject management triangle determining the hit44successsuccess or failure of a hit45project.project.

Title : Project Success or Failure : The Role of The Three Elements In Project Management on Achieving Project Success
Abstract :
In any discussion on success, it is essential that a distinction is made between project success and the success of the Project Management. The role of different Project Management techniques to implement projects successfully has been widely established in areas such as time, cost and quality. This research aims to identify the role of the three elements in project management may affect the Project performance and what an organization should do to improve or maintain the management performance to achieve project success. It demonstrates the relationship between the roles of that element will bring a higher possibility of project success.
1.0 INTRODUCTION
1.1 Background :
A good project management begins with strong concept and clear goals, in most modern organizations, project management known as a key in managing any kind of business activity including managing a project. In addition projects have been managed by technical and management knowledge to trade offs the triple constraints to deliver and meet the project objectives. For example networks, bar charts, job costing, and scheduling, these tools sometimes very successful and the other times with poor result. Project management has emerged a strong discipline practiced by highly trained, certified professional as organization have come to realize they cannot stay in business if they cannot manage their projects. However, many companies are still limiting the application of project management to the tactical level. But smart organization recognizes project management is a critical strategic tool in achieving projects success. For instance, the PMBoK (2000) guide published by the PMI suggests that hit56project success criteria should include the “Iron Triangle” (Scope, time and cost). The purpose of project management is utilizes the appropriate resources of the organization in controlled structured manner to achieve some clearly defined objectives identified as strategic needs that always conducted within a defined set of constraints. This paper aims to identify the role and the effect of triple constraint in achieving project success or failure and what an organization should do to improve or maintain the management performance to achieve project success. It demonstrates the relationship between the roles and the effects of triple constraint will bring a higher possibility of project success.
1.2 Problem Statement
Research in the past has identified various causes or reason for project success since 1960s. Oisen (1971) stated that project management has not really changed or developed the success measurement criteria in almost 50 years. Meanwhile Klein (1994,p 21-28) report that four out of five re-engineering project are unsuccessful and identifies nine fatal mistakes that organization make carrying out, there are: a) Unclear definition, b) Unrealistic expectations,
c) Inadequate resources, d) lack of sponsorship and f) wrong scope (wrong process to re-engineer).
In addition Coulson and Thomas (1992) agreed with Klein that many re-engineering projects are doomed to failure from the moment they initiated. Meanwhile current studies show that the criteria for judging project success most cited in the project management literature are “on time, on budget and to specification” Diana W and Joyce F(2002,p2). This shows Projects have been managed by technical and management knowledge by trade offs the triple constraints to deliver and meet the project objectives. This study aims to identify the roles of the triple constraints in project management in achieving project success and to demonstrate the roles of the three elements will bring a higher possibility of project success.
1.3 Research Objective
1.3.1 To identify how triple constraints may affect the project performance
1.3.2 To demonstrate the role of triple constraint will bring a higher possibility of Project
success.
1.4 Research Question
1.4.1 How project management influence project success or failure?
1.4.2 What are the major factors to determine project success?
1.4.3 Does controlling the scope, cost and time enhance the probability of project success?
1.4.4 Does the unclear scope of project effects on the time and costs of the project?
1.4.5 Does decrease and increase the cost of project influence project success?
1.4.6 Does delaying the date end of project effects on project costs and change the scope of the project?
1.4.7 What an organization should do to improve or maintain the management performance to achieve
project success.
1.5 Scope of Study
This research tests in two ways firstly, is based on a questionnaire survey and secondly by interview session that targeted at 30 construction company in Malaysia including private and government sector. 150 individuals are invited to participate in this project management survey such as project managers, team members and stakeholders. The survey questionnaire will be adapting The Project Survival Test and the data will be measure by combined into the number called The Project Vulnerability Quotient. This research will be conducted on 6 May 2010 until 5 June 2010.
1.6 Significance of Study
This research identify how project management may affect project performance by concerned the triple constraint (scope, time and cost) and demonstrate the relationship between the distinction in achieving project success. In previous research, most of the researcher found that project management influence project activity. For example Morleybbib11 (1996) noted that the hit43project management triangle based on schedule, cost and technical performance is the most useful in determining the hit44success or failure of a hit45project.