Project Management Strategy

Running head: PROJECT MANAGEMENT 1
Project management strategy
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PROJECT MANAGEMENT 2
Executive summary
Setting up a successful project may turn out to be a very difficult task if the management is not
conscious and keen on the management process of the project. The project success will always
call for an active and close administration and monitoring until it’s done to ensure that it
succeeds. The aim of drafting this document is to deliver a report on what success or project
failure is and the criteria in which a project will be identified as a successful or failed project.
Further, I will discuss the factors that will lead to project success or failure.

PROJECT MANAGEMENT 3
Table of Contents
Executive summary.........................................................................................................................1
Introduction......................................................................................................................................1
Iron triangle criteria.........................................................................................................................1
Critical identification and justification of the criteria......................................................................2
Critical analysis of project scope.....................................................................................................3
Planning...........................................................................................................................................
Control.............................................................................................................................................
Closing.............................................................................................................................................
Conclusion.......................................................................................................................................4
Recommendation.............................................................................................................................4
Reference.........................................................................................................................................4

PROJECT MANAGEMENT 4
Introduction
During a project initiation phase, the management plans on how various activities will be carried
out successfully, also the management sets a time limit and the budget or any resources that the
project will need in its operation. However; the completion of the project within the time limit is
not guaranteed, and therefore some factors may lead to delayed completion and exceeding of the
budget. These are but few of the possible failed projects. Even if the project return is
exponentially higher than expected and it faced the above failure it will be regarded as a failed
project. Another type of a failed project is the one that has been completed on the expected time,
and the budget, but the return expected has not been realized (Coronado, RB& Antony, 2002).
In this context, I will discuss the success of the Gotthard Base Tunnel project of Switzerland, the
tunnel construction took around twenty years, and it was officially opened on 1st June 2016. This
is the longest tunnel in the world of an estimated length of 57 kilometers. The use of the tunnel is
expected to reduce the time of travel by an average of 45 minutes. These will increase the
convenience and frequency as well as the safety of transport.
Iron triangle criteria
Iron triangle model for the determination of a project success determination, work in
consideration of three criteria; the timeline, the estimated budget and the scope of the project.
The model gauges and measures the success or failure of the project depending on whether the
project was completed within the time, and the budget and whether the project meets the desired
scope. Basically, the project has two ends of consideration, the project management team, and
the client. The management may classify the project as a successful one, but the client zero it