Discuss and explain why driving forces and critical success factors are absolutely essential to project success. 

********** * *** points)Discuss *** explain *** ******* forces *** ******** ******* ******* *** absolutely essential to ******* ******* **** *** explain at ***** four ******* forces *** three ******** ******* ******* ******* *** an **************** ******* is ********* to ********* ******* ********** ****** describe * *********** ********************** *** ********* ******* ****** for any ******* ** ********** ********* because ** * ******* ******* External ******* ****** ********* ***** direction *** ******** is ****** ***** forces *** ******** completely alter the industry condition *** force the ************ ** change ***** ******* *********** If *** ********** and assesses **** might ****** in ******* ******** ******** *** ************* driving ****** **** result ** ******** ******** ***** *** ******** competitive conditions ** *** *********** driving ****** ** *** analyzed ********* and acted upon ****** a ********** ******* may *** ****** *** ***** *** succeedAccording ** ******* ****** **** ********* ******* ** * **** ** *** ******* ** ***** *** ******* ******* ***** companies *** ****** into ** by *** ******* ** *********** *** ***** ********* *** driving ****** for ********** include: 1) Capital ********** Customerexpectations ** Competitiveness 4) Executive ************* ** *** product *********** *** ** ********** and **************** ****** why ******* ******* *** ********* ** ******* ******* ** because *** *** ******* factors ******* ** *** ****** ***** ************ ** ********* and competitive ******* ** *** ******** **** *** ** ** top ******** *** *** **** as ***** ******* ** *** ***** **** of *** ** *** differentiating factor ******* *********** *** ********* loss/profit ** * firmThere are **** ******* ******* 1) ******* ********** ** ************* ******* ** ***** ** **** ** * ***** **** *** ** ********** influences ***** Government policy ******* Three ******* factors ***** ******** 1) ******** Skills or ****** ** *********** ********** ** 3) ********* a firm must ** ** ******* ************ a ******* ** have ***** ***** *********** *** **** ** ******** *** ******* impact ** ******* ********** ** ******* management ************ ** according ** Kerzner (2004) ** is **** *** of **** blunders **** ************* ****** ** Furthermore another ****** blunder which *** ***** ** **** *** best ********* ** *** ******* to treat project ********** ** * ********** ** some ********* ******* ********** is a ********* ******** ** be ************ in ******** ** one’s ******* **** and not **** ** its *** ******* function *** **** ****** *** ************ The world ***** *********** ***** **** * projectized matrix ************ ** ***** ******** *** seen as ********* ** the ******** *** *************** of *** ************************* H ****** ******** ******* *********** **** practices ** ************** ******* *** *************** * (25 ************** and ******* *** * ******* **** ** **** *********** ***** overruns for ********* ******** **** as ***** ********* by NASA *** the ******** ***** ********** ******** **** ** **** ** ** ** below budget? **** sure ** ******* *** various ************** ********* ***** budget *** time ** ****** ** **** ************* each ******* ***** up **** budget ******* ******* *** ***** statements and ***** ********* ************** ****** the ********** *** ******** ****** *** ****** the project the ******* chances of scope ***** ***** changes ****** ******* *** ********** **** ******** * long **** ******* ***** ********* ********** than **** ******* short **** ******** such ** ****** of scope differences ***** ************ ** key ****** which canemerge **** **** ********* and ***** ********** uncertainties ** *** ****** that ***** not ** ********* in *** beginning *** short **** ******* can ** ********** ** a greater ******* ** ******** **** *** long **** ******** *** ****** ** ******** ** *** beginning ** * ******* ***** taking **** *********** ***** *** futuristic scenarios such ** business ****** *** opportunities ******** ***** and *********** increases **** term ******* ******* ******* a *** ****** consideration ** ********* planning *** ** the various ************* at ********* stages ** the ******* ********* *** ** ******* ** ***** ******* *** time ******** ** makes *** ****** **** to increase also *** project become expensive ** **** ******* takes place ************* ******* ********* prices **** *** ****** in economic scenario also ***** ** ********** ** **** overrunBut * ***** **** ******* ** ********* as *** *** ****** ******* ********** scenario from a ***** term *********** ** **** ********** predicted *** *** relevant *********** *** ** properly ***** **** ** **** *** **** **** time *** ******* ** ***** *** ******* ** *** ******* **** it ** ********* ** time *** ** *** *** ******** expensesAccording ** ******* ****** *** ************* customers will *** **** *** reasonable prices *** new products ****** ******** *** *********** for *** ******* *********** **** ** ********** with an effective **** ********** *** ******* system in mind **** *** very beginning of conception phase ********* *** ******* *********** **** **** ****** ******* in ****** ***** *********** systems *** to *** ***** ****** of ***** business being long **** ******* and ************* ***** *********** for the organization ***** **** be ********** *** **** ******** ** it ***** ******* *** company in **** ******* ******* *** ******* efforts *** cost ******** ** ***** **** ***** ** *** ********** product *********** projects are ********* ** Kerzner (2004) ********* ********** ** ineffective ******* ********** ** improper **** ******* *** ********* more ** ** with ***** changes *** *************** ***** at which such changes accelerate *** ************** ** project management ***** ******* ** the size ** *** organization This ** *** ***** ***** to *** cultural ******* ** ** ************ *** *** how ***** *** company actually *** *** bigger *** company the **** ****** of ********** ****** approvals **** ** **************** ** Kerzner ****** ********** **** *** ********* and ******* ****** poor ******* management *** ******* lead ** going *** of ******** and potential ********* ****** *** ** ******* ********** **** of *** driving ****** behind **** for large ********* are;1) ******** in project size ******** ** the ********* ** grow ** ********* ********* faster ************** 3) ********* ********* project management ********* *** **** ****** ** ********* ** ******* ********** ** ************* of the ************ ******** ** the need ** **** and ** *********** ** execution ** ***** ** be treated ** * ******* ****** **** ** * *************** and cost overrun ** project ***** **** ** ** *** ** ***** change ***** ** *** **** ***** ******* *** ****** ************ **** ** ******** ** *** *** ** * ******* ****** ***** ***** ** ** ***** ****** it *** be ****** that *** project ***** ********** ******** ******* and **** lines *** usually ******** base ** *** ******* ******* ***** ********* any ****** ** the ******* ***** ****** ********* **** mean *** ****** ******* project **** **** have ** be reviewed *** ****** ********** initiated to ********* if it is needed and *** ** ***** impact *** project ******* Which ********** ******** ******* will ******* **** **** and ********* **** **** was planned ** *** initial baseline ******* ***** ****** ***** **** ** ** * ****** ** ***** initial scope ********** inherent risk *** ************* ****** ****** ** ******** project funding ****** *** other various ***** ***** **** ** change ******* ** ** ********** ********* ***** ** ** ** ** integrate * ****** ****** management **** **** **** * ********* ******** ***** ** ******* ********* *** ******* ************ and incorporating their needs ********** the ******* *************************** * (2004) Advanced ******* *********** Best ********* ** ************** Hoboken *** ************ ********** ********* ****** A ***** to the ******* management **** ** knowledge ****** ****** ******* ****** *** ******* ********** Institute  Question * *** ************** *** ******** *** ******* ********** as ********* ** the PMBOK® *** ***** ******* management are similar ** *** ************* **** ** ******* ********** ****** over **** and ** ** how and why?Hackman ************ (1995) ***** that there are ***** *** ****** *********** *** *** ********* ***** to ** ** one voice ** ********** *** utilization ** use ** statistical ***** ** monitor *** ******* **** ********* ** quality ******* ************ ***** *** Ishikawa ****** *** Sashkin ***** *** ** course * **** ******* ** *********** ***** ********* ** the quality ********** systems ***** ***** **** ** identify the ****** of highest leverage for quality *********** ******** *********** ********* and *** ************* ** the ******** ******* of ******* ******* Three of *** **** commonly **** ***** in ******* ********** are ******* ****** ****** ******** *** cost-of-quality ******** ******** ************ ***** **** clarify **** * control chart **** provide an ************ **** * ********* ************** ** *** ******* ** any ****** ******* process ****** ***** ************* process Whilecontrol ****** *** typically used ** monitor *** *********** of * ******* *** **** ********* ******* that process ** *** control" or ** there *** variance noted during *** ****** ********** ** **** ** attributable ** ******** ****** ********* ****** states **** the ********* ***** ******* ******** but * stable ******* ********** ******** can ** ******** to determine **** cause *** ******** ***** of improvement ** *** ******* ******* ********* ****** also states **** *** ******** ** * ******* ***** **** allows *** ************* *** ******* ********** ** ******* *** ********* ******* * ***** ******* ** in **** ** *********** (2) ******** ****** ******* *** ******* ***** ** *** ******** *** ******* after experimental ******** ** improve it *** ********* Deming (1986) *** *** ** the ***** ** ********* ***** ***** ** ******* ********* ****** *** ************* *********** Deeming ****** also stated **** *** Pareto ******** *** be **** ** ******** *** ***** ******* which ********** ** an ************ ******* *** to *********** ******* *** ****** **** *** *** ******** ***** causes ***** occur ** ************* ******* *** ****** charts *** used when each separate ********* ** * problem *** ** ********** ** example * ***** *********** the ***** of **** inventory cost *** *** ***** ********* with keeping the material ** stock ****** purchasing ** ************* **************** ************ (1995) ****** ** *** cause-and-effect ******* ** **** is commonly ***** ** the ********** was developed ** ******** to *********** ********* *** ************ ******* * ******* *** *** ********* ****** ******** diagrams can ******* all ******** ****** ** * ******* ******* and **** **** ** discern *** ********* ************* among **** ********** ***** ********** ***** **** is done ** ***** ******* placing the ******* ** *** ********** **** ** the page **** **** ** the fish) ***** *** ******* ** *** **** are lines ** ***** *** **** members **** *** ********* ******* ***** *** of ****** ******* ********** ****** related ** ****** ***** ********* and ******* *** **** ******* **** ******* **** ** ****** *** ******* ** **** of ***** ********* ****** ********* ***** *** inventory management and ******** **** ******* **** been developed *** ********** ** **** organizations to more *********** manage and interpret **** ******* ** **** ********* ****************** ** ******* (2009) *** ******* ******* should ********* * SOWpreparation **** ********** ** ********* **** deem *********** **** the program or ******* ****** *** are experts ** *** ********* ***** ******** *** representatives from *********** ********* ********** *********** test logistics ************* ********** ********** ***************** *** quality ********* **** *** ***** **** that may ** ******** ** *************** *********** *********** * ******* control ******* ** * project ensure *** ******* has the necessary ******** *** ********** ****** ** ****** a **** ******* ******* and the ******** is ********* with the **************** ** *** PMBOK ***** ****** the **** ** ******* ****** ** the *********** ** work and the ***** **** ** ************** work ************ ******* ***** ***** be ******** due ** ******* reasons **** as product returns ******** ****** or ****** requirements ************ *** PMBOK ***** ****** ******* ****** *** PDCA ***** is *** very ***** of ******* *********** TQM **** ********** ****** for ********* improvements ** improving the overall ******* ** the projects ** product ** which ************ **** ******* ** ** ******** goods ** servicesReferences:Hackman * * ************ * ****** ***** ******* *********** ********* ********** and ********* ******************** ******* quarterly *************** ***** ****** **** IS ***** ******* ******** The ******** WayEnglewood Cliffs NJ: Prentice-HallKerzner * ****** ******** ******* *********** **** ********* on ************** ******* *** WileyProject ********** Institute ****** * ***** ** the ******* ********** **** of ********* ****** ****** ******* Square Pa: ******* Management ****************** * * (2015) ********** ********** ***** *** *** York *** McGraw-Hill ************************* * *** ************** *** a ******* ******* ******** ******* ********** ** ***** ** the **** *** different ****** within *** **** ************ may have different perceptions about what ******* means ** **** **** is *** true ************* of ******* for * project team?For project ******** ** ******* ******* ********** and ******** **** have to ******** **** ******* ***** **** *** them *** *** ******* ************ ** *** ******* One *** for PM’s ** ********* **** ** ** ******* a ********** **** their team *** various stakeholdersDuring **** ******* ******** ******** **** ** **** success ******** ******* to *** ********** ** the project ***** *** *** ******* criteria ***** *** *** ***** ** in ******* ****** ** *** ************ review **** **** focus **** **** ** the ************** ** project ********** and ****** ** doing the ******* ***** **** **** *** ***** **** you’re ******* all *** ***** targets *** *** applying ******* management ********* ************* ******** ***** ** ****** like; ** **** a Project ***** ******* **** * month ** ******** project ****** ** ****** all timesheets are ********* by *** ********* and 4) Achieve *** ********** ** project ******* ************ these ******* ******** *** *** ********** *** *** stakeholders **** **** * ******* manager to ******* ******* *** team ** ***** * **** *** *** *** ******* *** *** ******** ********** anything useful for your **************** ******* ******** ******** ****** also ******** ***************** ******* ******* ******** ***** *** ******** ****** ** *** ******** case *** *** ********* behind ***** *** ******* It’s hard ** give ******** ******** ** **** *** **** so ******* to **** **** ******* ** ********** but you ****** *** *** ****** like; 1) ******* ******* ** ******** ** *** ***** 2) ***** 95% ** ***** ****** ***** ***** ** ******* ******** ************ ** 75% *** ** **** ****** ** Excellence accreditationAccording ** ******* ****** ********* ******* *** on time ****** cost and ** *** desired ******* ** *********** ***** ** not ********* the ******** *********** ** ******* ***** *** various *** things ***** can ****** ** projects **** *** ********** customer and ******* stakeholders *** all focusing on different definitions ** ******* ******* **** **** the ******* **** ** There has ** ** ** ******* ********* on what *********** ******* success **** the various ************ *** customer ****** ************ should have **** *** ** *** *********** ** ******* ******* ****** ******* ****** * project team can ******** a ******* internally ****** **** ******* ****** *** time ****** **** *** ****** ******* ** ************** ****** and *** ***** *** ******* is not ***** accepted by the ******** ** ************ ********* not **** ** ********** as a ********** ******* Below is **** ******* ****** ******** ** * ***** ********* ******* ** the ******* *********** ***************** ********* **** ******* ***** ** the **** customer *** ************ *** ******* team **** ** ********* *** ** document the ******* ******** They ***** ******** the ******* success ******** in * list; *********** include *** list ** *** ******* ******* or Project ********** ******** ** ****** **** ** ***** ****** **** **** should ******** ** **** ** ******* ******** ** *** ** ** ***** ** ** measured ** How ***** it ** ***** to ** measured *** ** Who ** *********** for ********* ******************* * ****** Advanced ******* management: Best practices on ************** ******* *** *******

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