The measurement of an organization’ s performance is an essential antecedent to the proper management of that organization, because it provides the basis for determining the degree and manner of improvement, or deterioration, a firm may have undergone as a result of the type of stewardship the firm had been under. Because of its importance as a gauge for management decisions, the choice of parameter, and of which aspects of organizational performance to be measured, has become a matter of study and debate. There is a growing interest in the between an organization’ s strategy, the project management system which it employs, and the type of projects which the organization undertakes in order to advance its strategy and realize its goals (Cooke-Davies, Crawford & Lechler, 2009).
Until recently, the traditional approach to how projects should be managed has been a generic one, governed by principles which are presumed applicable to all contexts and for all purposes. Employment of a universal set of project management standards was the prevailing practice and wisdom, and is still for many conventional managers (Pons, 2008).
for more innovative managers “ the unconditional use of project management standards is criticised, and a misfit between specific project characteristics and the chosen management approach is seen as a major source for project failure” (Cooke-Davies et al. , 2009). There is emerging a growing interest in the tailoring of project management standards and techniques to the nature of the project and its specific characteristics, and the manner by which it could be better associated with the firm’ s overall strategy (Andersen & Vaagaasar, 2009). This is because conventional management practice requires complete initial definition of outcomes and scope, even when the nature of the project does not support this (Pons, 2008).
Some factors that impact upon the success or failure of a project are beyond the control or reach of the project manager
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