What Defines Project Success?
From the Voices on Project Management Blog
by Cameron McGaughy,
Lynda Bourne, Kevin Korterud, Conrado Morlan, Peter Tarhanidis, Mario Trentim, Jen Skrabak, David Wakeman, Wanda Curlee, Christian Bisson, Ramiro Rodrigues, Soma Bhattacharya, Emily Luijbregts, Sree Rao, Yasmina Khelifi, Marat Oyvetsky, Lenka Pincot, Jorge Martin Valdes Garciatorres, cyndee miller
Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with--or even disagree with--leave a comment.
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By Linda Agyapong
During lunch one day, project managers Jim, Mary and Alex got into an argument over who was best adhering to their industry’s project success criteria. They all had sound arguments. The problem was, however, an “industry standard” did not appear to exist.
Jim argued that he follows the good old “triple constraints” or “iron triangle” concept (i.e., time, cost and scope). Mary sharply retorted that she follows the “quadruple constraints” concept (i.e., time, cost, scope and quality), where the “quality” minimized bugs or defects. Alex quickly asserted that he is the best project manager because in addition to what both Jim and Mary did, he reduces risk, meets stakeholder expectations, and his projects generally add value to the organization in extra areas.
Before we jump into crowning who we think should be project manager of the year, let’s take a trip down some project manager memory lane based on recent research I performed.
Although PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) makes certain recommendations, the subject of project success criteria has been evolving for more than five decades.
In her report, Kate Davis summed up the different success criteria throughout the years:
1970s: Project success was centered on the “operations side, tools and techniques (‘iron triangle’).”
1980s: The technical components of the project and its relationship with the project team and project manager.
1990s: The “critical success factor” framework, and its subsequent dependence on both external and internal stakeholders.
21st century: The focus has primarily been on the stakeholder.
Davis isn’t the only one pointing out the changing criteria. Many academics and authors have noted the differences, including:
1980s: Jeffrey K. Pinto and Dennis P. Slevin expressed their frustration in a Project Management Journal article by asking, “How can we truly assess the outcome of a project when we (in the project management field) cannot fully agree on how project “success” should be determined?”
Late 1990s: David Baccarini from the Curtin University of Technology recounted in a Project Management Journal article that “a review of the project management literature provides no consistent interpretation of the term ‘project success.’”
2008: Graeme Thomas and Walter Fernández said that “although IT project failure is considered widespread, there is no commonly agreed definition of success and failure.” They described project success as being “a difficult and elusive concept, with many different meanings,” and hence called it protean (likening it to the Greek sea-god Proteus), based on its ability to continually change its “form to avoid capture.”
The current decade: Hans Georg Gemünden criticized the triple constraints for failing to consider other factors, such as stakeholder impact, since “value lies in the eye of the beholder.” He recommended project success criteria be based on its “targeted outcome and impact” to the organization’s business case.
Standish Group’s 2015 CHAOS Report redefined a successful project from one being “on time, on budget and on target,” to one being “on time, on budget and with a satisfactory result.” This redefinition was to ensure project deliverables met stakeholder expectations and also added value to the organization.
So based on the above, which of our three project managers (Jim, Mary or Alex) should be crowned project manager of the year?
Posted
by
Linda Agyapong
on: June 27, 2017 08:27 PM |
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Mark Geres
Director| PM by Design Canada, Inc.
Cantley, Quebec, Canada
How Do You Measure Project Success—Is It Really by Means of the Triple Constraints Criteria?
V://www.linkedin.com/pulse/how-do-you-measure-project-successis-really-means-triple-geres-1
Samer Alhmdan
Senior Project Manager, PMP, PMI-RMP, LEED AP, EDGE Expert| dar
Dubai, United Arab Emirates
great topic, your POV on the business value I think is very critical for any industry.
Definitely this is a topic of discussion around the world. At least it is good that everyone understands that every project and its success criteria is different.
So, to simplify we can say that if a project achieve project objectives( as documented like timelines, budget or defect-free) then lets call it as a project success.
Parashar Biswas
Sr. General Manager-Projects| Viatris
Bangalore, Karnataka, India
Nice article indeed and many correct ways discussed on Project Success Criteria. My understanding is-
a. To understand the business objective and values of the organization
b. alignment of all stakeholders towards 100%
c. correct resource mapping at each stage of the project.
d. On Time, With Budget and meet the Quality standard.
e. Pick Correct Vendors because it matters the most at the end of the project.
f. Project Scope and Deliverable are clearly understood
g. Correct Documentation with proper change control in place for all changes during the project life cycle.
Well, great share but needs to be revised to add Agile methodology to the PM.
The literature review missed several project success frameworks available by 2017:
1) the Multilevel project success framework by Bannerman (2008) which uses 3 continuums called multilevel project success, stakeholders satisfaction and derived value;
2) results framework by UNDP (2012) which uses the theory of change in the form of input-process-ourput-outcome-impact;
3) PESTOL framework by Zidane et al (2016) which uses four success criteria called relevance, efficiency, effectiveness and sustainability.
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