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Although the effectiveness of a project is determined by the level the project achieves, fairly and objectively assessing the effectiveness of an ad hoc model of project management is of priority concern. Since enterprises typically have limited resources for project, companies also want to review how many economic benefits are created by the costs of project inputs. However, some benefits are not easily quantified. This study focuses on project construction and assesses the effectiveness of the proposed evaluation model. This model has four dimensions: commercial effectiveness; customer relationship; execution process; and, organizational growth and innovation. In total, the model uses 50 criteria. The Analytical Network Process (ANP) proposed by Saaty is utilized to determine the importance of weights for each dimension, strategic subject and measurement indicator.

The importance of projects to improve operations management continues to gain wide acceptance. However, although all projects are approved in order to achieve outcomes (benefits) defined by the project funder, project management is often perceived by organisations as a process aimed at generating a unique output. While output delivery can still be accepted as an important milestone towards outcome achievement, a project should be considered complete only after the reason for its approval has been fulfilled. A model, based on such an approach has been developed. Practical implications of this model mean that although senior managers do not normally influence project results directly, they have an indirect effect on the eventual levels of success by clearly defining, analysing and validating the relationship between project outcomes and outputs. The added value of this includes the development of an outcome based project theory and the definition of the project owner's new role.