EFFECTIVE PROJECT MANAGEMENT PRINCIPLES

1. ENTRANCE In this article; Without going into too much conceptual detail of project management, I will share with you a summary of the learned knowledge required for its effective implementation in any institution and some of the results that have emerged in applications around the world.

2. WHAT IS PROJECT AND PROJECT MANAGEMENT?

Project; designing, manufacturing, shipping, maintenance, etc. of the product in accordance with customer requirements. It can be thought of as a “label” created for the purpose of monitoring all life cycle activities.

Project Management is; It is the effective and efficient management of all assets, resources, expenses and requirements related to the project in a way that can provide the targeted success criteria (performance) values.

Project management is not only a priority for most institutions today, but also indispensable for a healthy “corporate governance”.

The following findings were obtained in a survey conducted on project management (See References 1). Participating companies; • 95% say that project management is of vital importance in their business success and in supporting future business plans, • 84% say that project management will make significant contributions to their business, • 94% say that senior management has full support in important projects, • 85% ‘i stated that senior management actively participates in important projects to understand the real status of the project.

3. PROJECT MANAGEMENT IN PROCESS-BASED ORGANIZATIONS

Organizational structure (Organization) of the institution; It is designed with the aim of providing the most appropriate solutions to customer expectations and needs in the shortest time. Units in organizational structures created on the basis of the Business Model and processes (especially product / service realization processes) are responsible for the activities in the process workflows. Therefore, the processes and organizational structure of the institution are generally similar. In addition to the realization of the products and services offered by the institution to its customers, all other activities are considered and carried out as projects, regardless of whether the Business Model and organizational structure that constitute the Corporate Management System (See References 3) are process-based (functional). Any project, due to its scope (work breakdown), includes many functional processes in the organization (defined in the management system such as quality / information security / business continuity / service management, etc.). Some of these processes may also use external resources/subcontractors. On the other hand, the managers of the units in the organizational structure of the institution and the project managers may be different people. However, since the activities within the scope of the project will be carried out by many processes within the institution, it is important for the project manager to be at a level and independence that can administratively implement his decisions (by complying with the defined management system of the institution in processes and workflows) for the effective execution of the project. In this context, I would like to point out that the concept of “project management office” proposed by various sources today does not define a separate organizational unit with this name for each project. For institutions that already carry out a large number of projects, this type of structuring may lead to duplication of work and overlapping responsibilities. In addition, it is clear that studies that are carried out separately within each project and require expertise will not contribute to the formation of an integrated common mind (knowledge) throughout the institution. My suggestion; All work related to corporate governance is carried out by a unit reporting to the top manager or coordinated under the authority and responsibility of this unit.

A survey on project management (See References 1) found that only 40% of companies have a project office with responsibility across the entire organization, and only 43% of companies believe that the project office takes an active role in the execution of projects.

Modeling the project office an organization needs is still (today) a complex problem. In organizations with a high maturity level, quantitative performance goals are important and necessary and appropriate processes are designed to achieve these goals. It is possible to design all business management processes with the corporate process performance model. The definition of roles, responsibilities and functions that will later apply to the project office is shaped on the basis of these processes. (References 11) On the other hand, since project teams and project managers not shown in the organization chart must be managerially subordinate to a unit manager in the organization chart, they also report to a different unit manager, which may lead to the project not being carried out effectively, personal unrest, and decreased motivation. To prevent this; The functional (specialized in their own fields) processes of the corporate business model (quality, design and development, production, customer services, sales, purchasing, program management, configuration management, etc.) should be structured as organizational units and projects should be carried out in cooperation with these units. Functional units can also be divided into different subunits (for example, hardware or software design units can be created under design and development (R&D), as well as different application areas, strategic purpose, subunits can also be created based on strategic goal, sector, customer, etc.). The structure of the organization; It would be appropriate to consider it according to the size of the institution and the project, but to detail it so that there are as few employees as possible in each unit. According to the survey results regarding the process bottlenecks in the creation and professionalization of a project organization; The factors that came to the fore were the lack of standardization with 27%, the thought of processes as paper work and a waste of time with 24%, and the lack of similarity and integrity with 23%.

The relationships between an organization consisting of process-based units and projects and the project life cycle are presented as a general graphical representation in Figure 1:

Figure.1 Relationships between a process-based organization and projects and the project/product life cycle

4. PROJECT MANAGEMENT PROCESS AND MONITORING OF PROJECTS
Project Management process (See Figure 2- Project Life Process Model); Throughout the Project Life, it consists of five basic phases called “Definition, Design, Production, Installation and Maintenance”. When we think of the project output as a product, we can use the same model for the “Product Life Process”.

Today, global companies that carry out their product life processes in different geographical locations aim to ensure project cooperation. These companies explain their reasons/purposes for providing project cooperation; They expressed it as “increasing teamwork with 81%, ensuring better use of resources with 69%, and getting to market (product) faster with 57%.” (References 10)

Projects can be classified on the basis of their life cycle phases (See References 8) and can be tracked under the name of “cost centre” together with the place (department/unit) where they are carried out. Independent of the project/product life process, monitoring the activities related to the management and operation of the units as separate projects ensures that the “management and operating” expenses of the institution can be managed in a healthy, consistent manner and in accordance with the budgets. Projects are coded for ease of management and monitoring (See References 8), and these codes serve as keys for corporate “business application software” (with integrated project management system software). Through this software, many project-defining data, in addition to the code, are recorded, monitored and reported. Projects classified within the scope of these basic phases and activities carried out are described below.

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4.1 Describing

Definition projects are internal projects carried out on the basis of determining and reviewing the feasibility of work and product-related requirements until contract approval. They have no income, they are expense projects. Sales, Marketing, Customer Relations, Business Development, etc. It is carried out by units. These projects are generally not included in the scope of “design and development” (R&D) (References 9). This phase, which includes determining the requirements for product (service, project) offers from external and internal customers, reviewing them, making the participation or rejection decision, and preparing the contract, is completed with the approval of the contract, that is, the determination of the “functional (Definition) BASIC” configuration of the desired product. . At this stage, Requirements Analysis, Concept Definition and Architectural Definition activities are carried out, taking into account customer requirements, technology, developments in the world market, legislation, regulatory and industrial standards. Additionally, Risk Management work is initiated. After analyzing the requirements; A Life Process (Cycle) Model compatible with the design and development, production, testing, distribution, installation, operation, maintenance and disposal phases of the product is selected (See Figure.2) and defined in the System Engineering Management Plan. At this stage, to define the project and the product (specific to the project/product); In addition to the contract, Administrative Specification, Technical Specification, Conceptual Definition (Design) Document, Architectural Definition (Design) Document, Project Management Plan, Configuration Management Plan, Quality (Assurance) Plan, System Engineering Management Plan, System Security Plan, etc. Documents are prepared and sent to the customer in a controlled manner. These documents can be prepared separately, or they can be created in one or more documents, provided that the customer’s approval is obtained and they comply with the contract.

Research has shown that missing or poorly defined requirements have a huge impact on project failures. Further explanation of these studies is given in the “Causes of Failure in Project Management” section.

4.2 Design

Design projects are projects carried out for design purposes. The creation and validation of the design prototype and trial production are completed. If there is no design sale, it is considered an internal project, it has no income, it is an expense project. In the case of design sales (as prototypes, documentation, etc.), these projects are tracked as outsourced and revenue-generating projects. R&D, Design and Development, etc. It is carried out by units or project teams. These projects are within the scope of “design and development” (R&D) (References 9). This phase of the project, after the approval of the contract or customer requirements, is carried out in the light of the Project Management Plan, Technical Specification or Design/System Requirements Document; It is completed after product design, unit design, integration and verification stages, validation of the prototype and trial production (first product or pre-production), that is, after determining the “Production BASIC” configuration of the desired product. In cases where trial production is not possible, this phase of the project is completed with the “Design BASIC” configuration resulting from the validation of the prototype.

4.3 Producing

Production projects are mass production or ready-made product production projects. These projects are monitored as outsourced and revenue-generating projects. Production, Manufacturing, etc. It is carried out by units. These projects are not within the scope of “design and development” (R&D) (References 9). This phase of the project; It starts after the design prototype is validated and the “Production BASIC” configuration is created, and ends with the product being shipped to the customer. Working in accordance with “Configuration Management” standards should be essential in activities to produce the configuration in accordance with customer requirements in a controlled and accurate manner. For this purpose, the material code, configuration number, serial number, etc. of the materials included in the product configuration are recorded during the warehouse entry, exit and shipment processes. identifying information should be tracked as keys. Production process; It can be carried out in line with product documents, production methods and instructions, by including expert suppliers/subcontractors/subcontractors when necessary.

4.4 Setup

This phase of the project; monitored within production projects. It starts after the product is shipped to the customer and is completed with the Field (real environment where the product will operate) Temporary Acceptance processes. Installation and Maintenance phases are often referred to as “Customer Services” or “After-Sales Services”. Activities at this stage; It is carried out in accordance with the Installation Plan, which includes field installation planning in line with the customer contract, project plans and discussions with the customer. In order to prepare the installation plan correctly, Field Survey is used. Field Reconnaissance work can also be carried out during the “Identification” phase, depending on the scope and size of the project.

4.5 Maintenance

Maintenance projects are outsourced projects carried out only for “In Warranty” activities after the delivery of a product/service to the customer. These projects can be opened as a continuation of production projects that were initially opened only for product sales, without considering in-warranty maintenance activities. However, they are generally monitored within production projects, taking into account in-warranty maintenance activities, and are not opened separately. Customer Services, After-Sales Services, etc. It is carried out by units. These projects are not within the scope of “design and development” (R&D) (References 9). This phase of the project; It starts with the receipt of the product by the customer and continues until the end of the product life cycle. This phase is divided into two separate phases: “In Warranty” and “Out of Warranty”. The “In-Warranty” maintenance phase of the project is generally included in the sales contract and any nonconformities that may arise during this period are resolved without being invoiced to the customer [Performing defined maintenance of products in the field (renewal, inspection, promotion, etc.), supply of spare parts, etc.]. When the “In Warranty” maintenance phase of the project expires, a separate “Out of Warranty” maintenance contract is signed with the customer for the future works. Maintenance and repair trainings, version update trainings, etc., which are carried out after installation and can be considered within the scope of technical support. is also considered at this stage. At this stage, requests, complaints and malfunctions reported by the customer regarding the products in the field are recorded. Recorded requests are resolved within the specified periods. On the other hand, managing and maintaining the materials required for maintenance and repair and spare parts stock are among the important activities carried out at this stage.

5. CONCEPTUAL COMPONENTS OF PROJECT MANAGEMENT

If we classify the activities carried out within the scope of the five basic phases of the Project Life Process, namely “Definition, Design, Production, Installation, Maintenance” on a conceptual basis, we will reveal the components required to implement “Integrated Project Management”. A few more components can be added to this conceptual classification or the existing ones can be combined with a different perspective. According to the classification we have made here, the conceptual components of project management are as follows;

5.1 Scope Management
5.2 Time Management
5.3 Budget and Financial Resource Management
5.4 Human Resources Management
5.5 Quality Management
5.6 Customer Relationship Management
5.7 Purchasing/Supply Management
5.8 Configuration Management
5.9 Security and Risk Management
5.10 Data and Document Management
5.11 Success/Performance Management
5.12 Compliance with Standards

5.1 Scope Management

The activities (work breakdown) to be carried out within the scope of the contract are determined and the project is adapted. Relevant standards (see Compliance with standards article) are also taken into consideration in the adaptation activity. In the case of a project, “Scope” is used to mean both Product Scope and Project Scope. A project may consist of a single product (/system), and a product may contain sub-products, each with its own unique product scope. Completion of the product scope is evaluated according to the requirements, and completion of the project scope is evaluated according to the plan. The management of the product scope is carried out in accordance with the “Configuration Management Plan”, and the management of the project scope is carried out in accordance with the “Project Management Plan”. Both scope management should be integrated in the best possible way to deliver the expected outputs at the end of the project. Scope management generally; project management, program management, product management, etc. carried out by the units responsible for its activities.

5.2 Time Management

After the subprojects and activities adapted to the project are determined, workforce planning is made for the main project, subproject and/or activities. Plans; It can be created and monitored in different classes: Total, Annual and Monthly. An annual “Work Calendar” is defined as a basis for project workforce plans and updated when necessary. The descriptive temporal information of the project includes the start and end dates and the “Project Duration” between these dates. Any changes that may occur in the start and end dates of the project should be kept under control by the unit responsible for sales contracts. If the planned and actual labor times of the project are recorded as project and person times or percentages (with integrated project management system software), actual and planned project times, project implementation schedule, etc. With reports, the status of the project at any time can be easily monitored. Information regarding the timing of project activities is provided on the basis of the sales contract, Project Management Plan, Quality Plan, Project Implementation Schedule, etc. It is explained in detail in the documentation.

5.3 Budget and Financial Resource Management

Planning budget and financial resources; It is based on the (feasibility) analysis where the project’s go/no-go decisions are made. When the project is decided as a result of feasibility analysis, personnel (labour), production, consumption, investment, materials, services, fixtures, etc. Approximate cost showing the expenditures and therefore the financial value of the required resources are also revealed. By signing the sales contract, all financial resources and expenditure plans that can be spent on the project are finalized. In the case of a new/additional sales contract, review and planning of new/additional resources required by the contract is done in a similar way. In order to manage the financial expenses of the project in accordance with the sales contract and to take the necessary measures against possible deviations in a timely manner, it is very important to closely monitor all information in detail regarding labor, materials and general expenses (with integrated project management system software).

5.4 Human Resources Management

Project employees are identified, planned and work/task distribution is made. Detailed explanations are given in the “Time Management” article for workforce information related to time. In order to increase the effectiveness and efficiency of the organization, employees; Determining and improving business goals and competencies are the main responsibilities of unit/project managers. However, these studies should not be carried out separately within each project team, but within the “Human Resources” unit, which is the relevant unit of the institutional organization, and with its coordination.

A survey on project management (See References 1) found that 42% of companies use a standardized approach to the selection and composition of project teams. Other findings regarding human resources in this survey are as follows. Businesses;
• 40% do not believe project management is a serious career path for employees.
• 39% do not receive training within the scope of project management.
• 30% think project workers have advanced project management skills.
• 22% use certified project managers.
• 25% conduct regular project management reviews and/or benchmarking trials.
• 12% use outsourcing to fill workforce gaps in project management.

5.5 Quality management

Quality management of the project; It gives priority to monitoring all processes and activities and their control and target values ​​on the basis of contractual requirements. Within the framework of product realization processes/activities; Detailed information about the project is disclosed within the scope of product realization planning, customer-related processes, design and development, procurement, production and post-shipment customer services, including control of subcontractors, control of monitoring and measuring devices, configuration management, reliability and maintainability. Verification, validation and/or acceptance tests and review activities are the priority issues in ensuring quality assurance of the project. With the tests to be carried out, it is kept under control whether the product and the processes are working as defined through reviews and internal audits. Corrective, preventive and remedial activities are carried out within the scope of identifying the non-conforming product and eliminating the non-conformity. In addition, evaluations including all quality-related aspects of the project and the progress of the project are reported to the customer and senior management as a report.

5.6 Customer Relations Management

It is any activity carried out with the customer within the scope of the project. During the project definition phase; Activities related to the management of offers, contracts and orders, acceptance activities in the production phase, and maintenance activities; The customer’s technical support, training and maintenance repair requests can be considered in this context. In addition, survey studies conducted with customers, activities related to collections and communication activities are also within this framework. Although many units throughout the institution participate in these activities, responsibility and coordination; Sales, Customer Relations, Marketing, Customer Services, After-Sales Services, etc. in units.

5.7 Purchasing/Supply management

The technical specifications, entry inspection methods and acceptance conditions of the product/material to be purchased within the scope of the project are communicated to the Purchasing unit in order to make a complete and accurate purchase. Suitability of the purchased product/service in terms of quality and performance; entrance inspections, verification tests, on-site (at the manufacturer/subcontractor) product/process inspections, quality management system inspections, etc. It is verified and secured using the appropriate methods. Some or all of these methods can be used for different products/services. Within the scope of the project, codes are given to materials, services, parts, raw materials, products, sub-products and/or ready-made products produced or purchased. These codes are used for detailed identification and monitoring of product configurations. It is very important, especially for products to be carried out by subcontractors, that the necessary configuration information and product documents with valid and correct publication numbers be forwarded to these suppliers. On the other hand, subcontractors should be inspected and registered for technical competence at least once a year.

5.8 Configuration Management

Within the scope of the project, in order to ensure traceability and control of the products/services to be performed by the institution as a contractor throughout their life cycle, the methods of defining, changing, controlling, evaluating and auditing the configuration elements and product configuration and the organizational structure of the configuration management application should be explained. These explanations are usually made in the “Configuration Management Plan” document required by the standards. Although configuration management is a necessity, especially for projects with product output, it should be considered within the integrated management system of the institution and the focus should be on establishing corporate structures rather than project-specific solutions. For this purpose, it is very important to have an integrated “Configuration Management System” in electronic environment in the activities of producing the configuration in accordance with customer requirements in a controlled and accurate manner (BASIC configuration) and/or having it produced by subcontractors.

5.9 Security and Risk Management

These are studies carried out to define the privacy and security (/safety) principles to be applied in the project, to identify conceptual or usage risks, and to explain hazard/risk analysis methods and tools in order to realize the appropriate system. Being overly concerned with the negative aspects of risk and aiming to avoid all risks negatively affects the decision on the feasibility of the project. The aim should not be to avoid all risks, but how to manage the risks that can be taken. The definitions of risk and uncertainty should not be confused. Risk; It means threat/danger and carries only negative consequences. However, uncertainty; It can have both positive and negative consequences, is intangible and difficult to measure. Therefore, it is not included in the contracts. Risk is quantifiable, that is, it is a statistical evaluation of the probability and impact of a particular event. Risk can be insured, but uncertainty cannot. A survey on project management (See References 1) found that 71% of companies believe they use effective risk identification and mitigation processes.

5.10 Data and Document Management

Throughout the project life cycle, it is important to define and manage the data and records to be created and the documents to be created at the end of each phase. On the other hand, detailed information regarding the distribution and delivery of documents should also be disclosed. Generally, sales contracts contain detailed descriptions of the data and document package to be delivered to the customer. “Document Management System” business application software is used electronically to create, store, update and monitor defined project (product) documents.

The most important difficulty during the execution of the project; To ensure that everyone works with the same plan and the same information. In order to address this challenge and improve project performance, companies use many different technological possibilities/software. These are shown in Table 1. (References 10)

Table.1 Technological facilities/software used to ensure project cooperation

5.11 Success / Performance Management

The most important success components required for the successful completion of a project are as follows (See References 2);

• Support from top management, • Definition of the job, • Selection of suitable employees, • Time and cost calculation, • Division of the project into phases, • Documentation, • Use of a specific method and tool.

Project quality objectives or performance/success metrics; may differ based on the processes to be implemented throughout the life of the project/product. In general, the project’s temporal and monetary cost values ​​and the resolution times for nonconformities are success/performance criteria. The general targets for these criteria are the dates determined in the Project Implementation Calendar, contract payment/collection values ​​and contract guarantee clauses. On the other hand, the “Perception Survey” data conducted with the customer constitutes one of the important inputs for the customer satisfaction performance criterion of the project.

5.12 Compliance with Standards

Compliance with national and international management standards in the management of projects has already become a requirement when it comes to a sales contract. Although they vary across the world and by country, the most requested management system standards in contracts today are: ISO9001 (for military projects, its equivalent is AQAP-2110), ISO27001, ISO20000, ISO22301, ISO12207 (for military projects, its equivalent is AQAP-160, which is accepted worldwide). CMMI), which is a model), ISO15288, ISO17025, ISO14001, ISO25051, ISO15504, ISO15408 and ISO17025 for projects to be developed in a laboratory environment (experiment, calibration, etc.).

6. INTEGRATED PROJECT MANAGEMENT SYSTEM SOFTWARE

Establishing an integrated project management system or “Corporate Information Management System” that includes all projects, so that the project management process and its conceptual subcomponents can be monitored, controlled and managed with accurate and complete information, is a very important requirement for the success of the project(s). (See References 3)

In order to improve project performance, companies use many different technological possibilities/software. There are more detailed explanations and quotes on this subject in the “Data and Document Management” section.

A survey on project management (See References 1) revealed that only 34% of companies use a software tool to improve project management behaviors and/or support projects.

According to the survey results regarding the systemic bottlenecks in the creation and professionalization of a project organization; It was revealed that the main bottleneck was the integration of systems with 41%, followed by incompatibility between software and processes with 34%. (References 5)

In a survey (See References 6), 66% of businesses stated that they would use an enterprise software tool in project management after the economic recession is over. Again in this survey; Among the three most important factors for effective project management, “integrated enterprise systems” were shown with 52% and “real-time data” with 47%.

7. REASONS FOR FAILURE IN PROJECT MANAGEMENT

It can be said that there are some risks in all development projects, such as the emergence of an undesirable system or wasting too much time or resources. In successful project management, risks must be controlled and reduced. Otherwise, the formation of an undesirable system will cause constant maintenance and installation processes to be repeated in the project, which will lead to deviations from time and cost targets. (See References 2)

In a survey conducted regarding project success (See References 1), the following findings were obtained; • 31% of projects are not delivered on time. • 31% of projects exceed their budget. • 58% of projects do not produce the benefits set out in the business requirements. • Projects implemented simultaneously are very large (60% of respondents). • Project progress is not measured by “key performance indicators” (29% of companies).

In this survey (See References 1), when global results are compared; • Although 94% of participants from Europe and the UK said that project-based work is critical to their business success, only 30% were able to deliver successful projects. • 55% of US companies stated that they did not view project management as critical to their business success and were only able to successfully deliver 40% of the projects undertaken.

• Although 21% of Asia Pacific businesses believe that project management is critical to their business success, only 18% of initiated projects can be delivered on time and 23% on budget.

The three most important factors that emerged in another survey (See References 7) regarding the reasons for project failures are as follows; • 78% Planning and method non-conformity. • 75% Lack of communication. • 67% Completion dates are unrealistic.

There is sufficient observational evidence to say that most project failures are caused by “missing or poorly defined requirements.” Below are the results of some studies published over a 13-year period starting from 1995;

•

“Requirements issues have been proven to cause 20-25% of all project failures.” There was an average of 189% overrun in project budgets and 222% over schedule. (Reference 4) • “It has been determined that errors related to requirements in transactions carried out within the framework of renewal/change have a weight between 70% and 85%”. —Liffingwell, 1997 • “Missing or poorly defined requirements have been determined to account for 71% of project failures.” — Grady, 1999 • “40% to 60% of all software defects are attributed to bad requirements.”— Abbott, 2001 • “Only 34% of projects were predicted to be completed on time, while 52% failed to progress beyond functional design, 82% “70% of project failures are triggered by ill-defined or missing requirements” —Infotech Research, 2005 • “70% of schedule problems “More than 100% of projects result from gaps in technical requirements” — United States Government Accountability Office, 2008 • “94 out of every 100 projects fail due to “missing or ill-defined” requirements that require restarts, sometimes more than once.” ___California motor vehicle agency case study.

The results of another study (Reference 12), which lists the failure factors according to their importance and number of observations, are given in Table 2:

Order By number of observations By importance 1 Effect of Organizational Structure • Effect of Organizational Structure • Lack of Change Management Practices • Roles and responsibilities of the Top Management • Lack of Communication 2 Roles and responsibilities of the Top Management Effect of Human Resources 3 • Effect of Human Resources • Lack of Change Management Practices Technological Resources 4 • Lack of Communication • Technological Resources

Table. 2 Ranking of failure factors according to importance and number of observations

8. CONCLUSION

• Projects should be chosen in line with the strategic goals of the institution, and projects in different areas should not be undertaken just to make money. • There should be no conflict of roles and responsibilities between project teams and units in the organizational structure of the institution. • More weight and importance should be given to defining the project business requirements. • Projects should be managed with software that has “enterprise-wide, integrated and real-time data”. • Projects should be closely monitored and supported by senior management. • Program and portfolio management should be implemented in order to prevent unnecessary expenses and repetitive work and to make the best use of corporate resources.

In a survey about project success (See References 1); It has become clear that in order to achieve appropriate returns on project investments, the company’s business style must be a combination of the following four factors:

• Effective support of senior management to change and managers at all levels, • Scale, complexity and number of projects carried out simultaneously, • Project environment and level that increases project success, • Performance capacity of project teams and employees,

“In the Chaos report (Reference 4); It was predicted that American companies and the government would spend $81 billion on unsuccessful and canceled projects in 1995. Since it is observed in the statistics presented within the scope of project failures and renewals that the 1995 values ​​are better than today, it is clear that today’s expenditure provisions are much higher.

In the article published by Jeff Roster, a member of the Gartner Blog Network, in February 2009, 2008 expenditures around the world were announced, divided into industry sectors. In the article, growth in the IT field was also estimated for these sectors until 2012. Accordingly, it is stated that the total IT investment will be around 1.9 Trillion USD, excluding public investments, with the manufacturing sector being the lowest at 2.8% and the services being the highest at 5.2%. If we apply these values ​​to the most moderate criterion in the 1995 Chaos report, “25% of projects fail”, we can easily say that around 475 Billion US Dollars were spent on unsuccessful projects worldwide in 2008.

9. DEFINITIONS

Product: According to ISO9000; It is the phrase used for something (product = sub-product = material = item = service) that is produced/realized upon request by a customer or with the intention of selling to a specific customer. It can also be used for materials and/or services that are subject to the purchasing or supply process. Customer: Person, institution or organization who requests the product or is named as a party in the sales contract. Legislation: All rules covered by laws, decrees, statutes, regulations and circulars, in other words, the legal system.
Configuration: Product (or service); It is the structure(s) defined in accordance with customer requirements and reached as a result of different definitions or changes throughout the product life cycle. Configuration Item: These are the products and/or sub-products to be monitored within the scope of configuration management. BASELINE Configuration: It is the verified and approved structure of the product to be configured on the basis of the relevant configuration phase. Product documents are modified and published based on this BASIC structure. There are different BASIC configurations for each configuration phase. Program Management; It is the execution of multiple projects that are related and/or unrelated to each other. Portfolio management; It is the execution of multiple programs that are related and/or unrelated to each other.

10. SOURCE

1. “Global Project Management Survey”, February 2005, PIPC-Global Project Solutions. Questionnaire
details are below; • More than 250 companies from 16 countries and 12 different sectors participated in the survey. • 2/3 of the survey participants are large-scale companies. • 65% have annual income over 285 million euros. • 60% have more than 2500 employees. • 52% spend 114 million euros on projects every year. • 36% start more than 50 new projects each year. • 30% employ more than 250 project managers. • 29% of projects take between 6 and 12 months, and 30% take more than 12 months.

2. “Computer-aided software that can also be used as a Management Information System in the Product Development Process”
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Thesis, University of Twente, 9 December 2008. 6. Project-driven businesses lack fully integrated systems to manage business critical projects, 09
Sep. 2010, IFS (www.ifsworld.com). This scope of work; USA, UK, Australia,
Energy, services, telecoms, oil and gas, construction and manufacturing in Scandinavia and the Benelux countries
A survey was conducted with 273 businesses working on a project basis from different sectors. 7. [c] 2010 Mena Report (www.menareport.com). 8. “Project Management in Product/Service Lifecycle”, Suha ERSİN, 13 January 2005, TÜBİTAK UEKAE. 9. Frascati Guide OECD 2002 Translation “For Research and Experimental Development Screenings”
Recommended Standard Practice”, TÜBİTAK 2005, 2006. 10. “The Product Lifecycle Collaboration Benchmark Report”, Aberdeen Group, June 2006. 11. “Modeling your project office for a high-performance project-based organization”, H.FUJITA (IBM
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12. “What are the causes of failure in the implementation of Project management? :Part 2”, PMC
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