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There is an increasing interest in critical success factors in the field of organizational research Several authors, writing on the implementation process, have developed sets of CSFs, or those factors which, if addressed, will significantly improve the chances for successful implementation In this chapter, we focus on three of the more well-known streams of CSF research and their implications for project implementation Two of the studies examined the CSFs for implementation success using databases of projects from US companies1 A third study, using a sample of British firms, looked at major drivers and inhibitors of project success2 There is a high level of agreement among the findings in these three studies, regardless of
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Page 81 the different implementation efforts being studied and the potential cultural differences
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Morris Study
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The first study that we would like to briefly touch on, conducted by Peter Morris, was based on a large sample of British firms and their efforts at implementing new technologies Morris broke the implementation process into a life cycle comprising four stages: team formation, build-up, main phase, and close-out Among the behavioral factors looked at were issues such as personal motivation, top management support, team motivation, clear objectives, client support, technical issues, financial concerns, and so on The results of the study, as shown in Table 41, demonstrated three important points First, the relative importance of the various CSFs change 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 close-out, personal and team motivation are most important to the success of the project Behavioral and organizational factors far outweigh technical issues in terms of their importance for implementation success Rather than focusing undue concern on technical issues (adequate budgets and financial support, scheduling, and so forth), it was far more important to pay attention to the human side of the implementation process: to remember that management does not simply imply oversight, but also attendance to the needs and concerns of members of the implementation team as well as the clients The final point, although closely related to the above two issues is that these human and organizational issues which are the primary drivers of implementation success can also have tremendous impact on system failure if not addressed The inhibitors of successful implementation,
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Page 82
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Table 41 Findings from the British Study on Critical Success Factors Principal Success Drivers Stage Formation Critical Success Factors (in Order of Importance) Personal ambition Top management support Team motivation Clear objectives Technological advantage Team motivation Personal motivation Top management support Technical expertise Team motivation Personal motivation Client support Top management support Personal motivation Team motivation Top management support Financial support
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Main phase
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Source: PWG Morris (1988) Managing Project Interfaces Key Points for Project Success, in DI Cleland and WR King, eds, Project Management Handbook New York: Van Nostrand Reinhold, pp 16 55
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once again, are clearly shown to be primarily behavioral and organizational in nature, rather than technical (Table 42)
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Baker, Murphy, and Fisher s Study
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Morris study sparked interest in the analysis of CSFs within the project implementation context partially because it pointed so clearly to the tremendous role that behavioral and organizational factors can play in the successful implementation of innovations A separate study by Baker, Murphy, and Fisher addressed a comprehensive list of those
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Page 83
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Table 42 Findings from the British Study on Critical Success Factors Principal Inhibitors to Success Stage Formation Problems with Critical Success Factors (in Order of Importance) Unmotivated team Poor leadership Technical limitations Money Unmotivated team Conflict in objectives Leadership problems Poor top management support Technical problems Unmotivated team Poor top management support Deficient procedures Poor control Poor financial support Objectives Leadership
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