ABSTRACT
This chapter focuses on project success by addressing the issue of why some projects succeed and others fail in the normal course of events. It develops a Project Success Model by merging two sets of project behavioural knowledge. These project success failure dimensions together with Sutton's project success framework will be used to formulate a Project Success Model. First and foremost, unless there is commitment from top management the project will fail because sufficient resources will not be allocated. The project organization structure establishes the reporting lines of communications. It defines the authority, roles and responsibilities of the project work team. The composition of the project team will depend on the nature of the project. It is important to continually maintain the project team's knowledge with the latest technical and managerial techniques related to the activities undertaken. Project managers must continually maintain communication links with all stakeholders.
