Haris Ahmed,


Master of Business Administration Executive

Faculty / School

Faculty of Business Administration (FBA)

Year of Award


Project Type

MBA Executive Research Project

Access Type

Restricted Access


Evaluation research, Projects, Pakistan

Executive Summary

Organization’s activities can be divided into two categories! either operations or projects. Operations involve monotonous, ongoing activities whereas projects involve unique, one-time initiatives, such as launching new product, implementations of a new software application and investing in a company’s infrastructure to fulfill future requirements. In Pakistan, many executives and manages assumes that every project is a project and always focus on triple constraint i.e. (Scope, time and cost). None of which currently includes guidelines for distinguishing among the projects and for selecting rights approach for a project.

The purpose of this research is to perform retrospective analysis of projects in Pakistan by using shenhar’s diamond framework which help us to classify projects as per following dimensions.

> Novelty.

> Technology.

> Complexity.

> Pace.

To achieve this objective, research is conducted by asking in depth questions from middle & senior level of different industries including local and multinationals companies. Interviews were conducted from project managers, project sponsors, technical and functional team members and key stakeholders. Later a comprehensive analysis was performed to classify projects as per shenhar’s model and prepare guidelines for future projects in same industry.

This research concluded classification of projects in Pakistan as per NTCP model and guidelines for project managers to use this adaptive approach of project management in upcoming projects. In this report following points have been concluded.

l Project management is not a linear process. It may contain many unknowns and uncertainties at the start of project initiation.

  • Instead of focusing on triple constraint such as setting time, budget and scope goals, we need to decide how project will be judged when finished. This decision can typically be based on five dimensions:

1. What impact will be on the team once project go live?

2. When we call it a business success?

3. Preparation for the future?

4. What efficiency we received.

5. What will be impact on our customers?

  • Project management is not a traditional set of rules which we can define universally i.e. “ONE SIZE FIT FOR ALL”. To make a successful project, we must use an adaptive approach, adapting your project management style to the environment, the goal and the project task.

By using diamond framework during project selection, this analysis tool can help us to select right project with respect to diamond elements.

In last we would suggest that organizations should consider project management as their next core of their competitive assets. Treat your project as investment instead of cost. Get the best people from your team to lead the project. Avoid the enticement to put your best resources as in charge of operations. Device and implement a mechanism to identify failure before it’s too late. Instead of defining just deadlines, use short execution plan along with milestones which consist of short planning and intervals. Implement a policy that reassures project managers to spend more time on the up-front planning plus prototyping that will enable quick, small implementations to resolve early unidentified problems in bigger programs.

So, what's next? It give the impression that project management will continue and ever grow further as a dominant activity in most organizations. We hope that the idea presented in this research will simulate project managers to perform analysis of project at the time of project selection, initiation and planning .This will also help for retrospective analysis of past projects in other industries using NTCP model and its application.


VI, 49

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