| Summary: | Change is a fact of life in project-driven organizations.
(Harold Kerzner, the author of In Search of Excellence in Project Management)
Time is the scarcest resource, and unless it is managed nothing else can be managed:
(Peter Drucker)
This study investigates the dual importance of the balancing strategy and tactics dimensions in project success. It uses a replica study of Pinto and Slevin and also Pinto and Covin's concepts of critical project success factors of their researches in 1987 and in 1989 with a modification. The -project sample is construction projects. All projects are executed in Jogjakarta, Indonesia. The big construction firms in Central Java handle the projects. They have stalled to apply for the certificate ofISO 9001/9002. Therefore, in the project implementation, they have to implement some quality principles (such as TQA4) in order to achieve total client or-stakeholder satisfaction. In this study, clients and project managers are chosen as the representative respondents. The questionnaire is distributed to clients and project managers of the projects. The number of selected projects was 13. The average number of clients who were actively involved in one project was 5. The frequency rate for response was 50 (83.3%). The average number of project managers as the respondentsfor one project was 5. The frequency rate for response was 57 (81.4%). These response rates were good because the questionnaires were collected immediately after they were completed (an interview research methodology). '
The research outcome showed that some independent variables of critical success factor become the determinants for project success with strategy and tactics dimensions. Project mission, client satisfaction, andclient acceptance variables were significantly affecting the project success with the strategy dimensions. Meanwhile, schedule, technical task and communication variables I�ere significantly affecting project success with the tactics dimensions. it wcts proven that top management, monitoring and feedback and nymble shooting variables. were insignificantly affecting project success with the tactics dimensions. Based on the Pinto and Slevin's strategy/tactics effectiveness matrix, projects are in the Cell 4. It means that the project strategy is effectively developed but subsequent tactics are ineffective (inefficient). The researchers would expect projects in this cell to have a strong tendency toward 'errors of inaction' such as loll' acceptance and low use by clients for whom projects were intended (potentiallor type I error�not taking an action when one should be taken and type IV error�addressing the right problem, but the solution is POI used or
ective but not efficient).
On pursuing project success, it is important 10 make strategy and tactics working together�effective and efficient. In addition, enterprise project managers should consider to implement the Big Q paradigm. The Big Q paradigm (the Trial and Success of TQM) is a vigorous rebirth of quality ideals and trial cmd success methods. as these are applied with even greater passion and commitment than often was the case ()Pile TQM fin lure in the past. In addition to adopting the Big Q paradigm, Project Success or Enterprise Project Management (EPM) needs the integration between TQM and Reengineering approaches into a Total Quality Program Management (TQPM) model. This integration approach or a TQPM model requires significant project organizational system, cultural. and behavioral changes 10 be succes,sful.
Keywords: Big Q
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