M. Ing. / Projects are generally undertaken because they are part of the plans to advance organisations to new levels of performance and to operationalise business strategies. Projects are however constrained by conflicting demands and competing priorities within the project environment. Project success is a topic of much debate, but it is generally agreed that successful projects meet the strategic objectives and higher purpose of the endeavour. The processes and methods of project management provide the structure, focus, flexibility and control to help guide significant project investments to beneficial change. The project management body of knowledge (PMBOK) endorses that every project is governed by the triple constraint, which reflects a framework for evaluating competing demands. The triple constraint is a critical project management concept that originates from the project basis and provides direction for framing the project. The triple constraint comprises the three key elements of scope, time and cost. Quality is an inherent objective of the project specification that takes root in all three properties of the triple constraint. The current literature in the project management domain suggests that there exists a lack of appropriate (and consistent) scholarship on the triple constraint and its dynamics. Project managers often create an illusion of tangible progress by relying heavily upon traditional on-time, on-budget and on-target measures – yet this tactic fails to address the strategy ambiguity or establish appropriate project goals. The triple constraint trade-offs are also often perceived as organisational problems that have a definitive solution – yet this tactic fails to effectively negotiate the triple constraint and leads to destructive conflict.

The master’s thesis deals with project management issues with a focus on the specifics of the construction of new and modernisation of old fossil-fuel and nuclear power plants belonging to ČEZ, a.s. It summarizes the project management methodology and standards and integrates them into a unified information system, thus creating a sound platform that supports all company projects in all stages of their individual life cycles. This thesis analyses the current status of the application support and proposes extensions to the information system, which significantly increase its value.

To only follow agile methodologies for agile software development isn't enough to lead to success in agile projects. The dimensions time, cost and scope in the project management triangle are fundamental requirements to succeed in a project. Within projects there exists many other critical success factors and attributes that affect the result of the project. Those are called critical success factors and combined with a project management triangle they are used in this study as a tool for project improvement in research to find potential improvements for agile project in organizations. This research was carried out as a single case study on a company located in the IT branch. The purpose of the study is to with use of the critical success factors mapping done by Chow and Cao [1] combined with the project management triangle dimensions, research which or what degree of critical factors that were existing in the company’s project management culture. The result was used as a tool to create an improvement plan which purpose was to be applied on existing flaws. The study was performed using qualitative research and data were collected through interviews with the employees. This research shows that potential improvements can easily be found by research projects for critical success factors and the project management triangle dimensions. Combined factors, attributes and dimensions make a complete concept for successful projects. After analyzing and processing the data, a summarize of data were created which showed what factors, attributes and dimensions that were existing and on what degree in the company’s project management culture. This study shows that potential improvements can easily be found by research projects for critical success factors and the project management triangle dimensions. For all missing and low degree attributes an improvement plan was created on purpose to be applied on existing flaws in order to create a higher success factor on future agile projects. / För att lyckas med agila projekt så räcker det inte med att enbart följa metoder inom agil systemutveckling, inom projekt finns det även en hel del andra faktorer som kan påverka projektets utgång. Dessa faktorer kallas för kritiska faktorer och de står för orsakerna som påverkar utfallet för ett lyckat projekt då de följs. Projekttriangelns dimensioner tid, kostnad och omfattning är grundläggande krav som finns för ett lyckat projekt. Genom att kombinera dessa med de kritiska faktorerna kan en helhetsbild skapas av vad som leder till ett lyckat projekt. Denna studie genomfördes i form av en fallstudie på ett företag i IT-branschen. Syftet med studien var att utifrån Chow och Cao’s [1] kartläggning av kritiska faktorer tillsammans med projekttriangelns dimensioner, undersöka vilka och till vilken grad fallföretaget uppfyller dessa kriterier och attribut. Resultatet användes sedan till att föreslå förbättringsförslag för att kunna åtgärda identifierade brister. Undersökningen genomfördes med en kvalitativ ansats där data har samlats in genom intervjuer med personer som arbetar på företaget. Genom analys och bearbetning av insamlat underlag kunde en sammanställning tas fram för hur fallföretaget förhåller sig till de kritiska faktorerna och projekttriangelns tre dimensioner. Resultatet visar att det gick att identifiera områden där fallföretaget inte uppfyller alla kritiska faktorer. För samtliga brister har förslag på åtgärder föreslagits, detta för att lyckade projekt ska kunna uppnås i större utsträckning.