Project Success In Project Management

Introduction
Achieving the anticipated outcome of cost, time, and quality are traditionally what determines the success or failure of a project (Chipulu et al., 2014). Project success is dependent on the support of senior management, but their involvement in projects and understanding of project management methodologies is perceived to be inadequate by project managers (Ancosky, 2013) or lack of proper governance makes them ineffective (Young & Poon, 2013).
Existing research has already identified certain gaps in understanding the important role senior manager’s play in project success (Ancosky, 2013). The Project Management Institute (2016) in their annual report “The High Cost of Low Performance” identified a difference in the perception of project management between executive leaders and PMO directors. Young & Poon (2013) reported there is a

Frequent changes in a project by senior management, rather than involved support by senior managers, contributes significantly toward project failure (Hickson, 2015). Understanding the benefits of project management by those in senior management positions, who are acting as sponsors and leaders, is also vital to project success (Hickson, 2015). The project management methodologies initiated by senior managers often fail to favorably influence project success (Ancosky, 2013). Even when project management methodologies are used, they provide little benefit without proper governance (Young & Poon, 2013). Research has also demonstrated that senior managers play an important role in the success of projects (Ancosky, 2013; Hickson, 2015; Young & Poon, 2013). Senior managers should know more than just the benefits of project management methodologies, they must understand project management concepts and how to leverage these concepts within the organization (Ancosky,