How successfully can you identify success?
From the People, Planet, Profits & Projects Blog
by Richard Maltzman,
Dave Shirley
View Posts By:
Richard Maltzman
Dave Shirley
Recent Posts
Saving the Sahel (Part 1)
You Can't Get They-ah From Hee-yah
Floating an idea into reality: the other side of the AI Project Paradox
The Environment of the Built Environment: an AI Paradox
Is plastic on your mind?
Categories
6th,
6th Edfition,
6th Edition PMBOK,
7th Edition,
7th Edition PMBOK,
8th Edition PMBOK,
8th Edition PMBOK Guide,
Activism,
actuarial,
actuary,
adapt,
addition by subtraction,
Africa,
africa,
agriculture,
airforce,
ajaita,
Alaska,
amazon,
analogous,
analytics,
ancient,
and more power,
antarctica,
anti-science,
apple,
apps,
architecture,
arctic,
arrakis,
Artificial Intelligence,
asch paradigm,
Assistant,
asthma,
astronomy,
automobile,
automotive,
autonomous cars,
b,
bankhar,
Banksy Crypto,
basalt,
baseball,
bats,
batter,
beauty products,
benefit,
benefits,
Benefits Realization,
beyond epica,
biases,
bicycle,
big data,
big dfata,
big dig,
bike,
biodiversity,
biomedicine,
birdhouse,
blockchain,
blood,
blue blood,
blue trees,
bluefin,
bluefin tuna,
book review,
boston,
boston university,
Boyce,
Brazil,
brazil,
Breakdown Structures,
BS,
building,
buildings,
built environment,
built environment,
bumblebee,
cake,
capacitor,
car,
Carbon,
carbon,
carbon capture,
carbon negative,
carbon neutral,
carbon pool,
carbon sequestration,
carbonate,
careers,
CEO,
ChatGPT,
chatGPT,
chatgpt,
chatgpt,
chess,
China,
china,
chopsticks,
citrus,
cli-fi,
climate,
climate change,
climate resilience,
climeworks,
Clumsy,
CO2,
co2,
CO2 Utilization,
coalition,
cobalt,
coffee pods,
cognition,
cognitive,
Collabortion,
colombia,
concrete,
Conflict,
construction 5.0,
cool projects xyloscope,
cooling,
coral,
corn,
cost of good quality,
cost of poor quality,
cost of quality,
crazy,
criticism of project management,
cryptocurrency,
CSR,
csr,
data,
data analytics,
data privacy,
datacenter,
dataset,
death spiral,
Decision Making,
decomposition,
Defense and Climate,
definition of a project,
deforestation,
dependencies,
dependency,
desert,
DIKW,
dikw,
dimopoulos,
disposal,
dna,
DOD,
dogs,
dolphins,
dream,
drilling,
drink,
dune,
dune,
dutch,
early start,
earth,
eatlocal,
eco-tourism,
ecological,
economic,
economics,
EKC,
electric grid,
electricity,
electronics,
elysis,
embodied carbon,
emerging technologies,
empower,
Energy,
energy efficiency,
environmental degradation,
escalate,
escalation,
ESG,
extreme weather,
fallacy,
FARC,
farming,
finance,
fish,
fish brains,
fishing,
fix,
fixing the earth,
flint water,
Flint Water Supply,
flood,
flooding,
Food supply chain,
food waste,
forest,
forest for the trees,
forestation,
forrestgump,
frank herbert,
Fruitcake,
fungus,
fusion,
Galvao,
garage,
gas,
gasoline,
geese,
gender equality,
gender partnerships,
generational differences,
Generative AI,
gladwell,
gold,
Goodness,
google,
Government,
GPT,
great pacific garbage patch,
green,
green building,
green buildings,
green energy,
green iguana,
green project,
green project management,
greening,
guest post,
gyre,
harkonnen,
Harvesting Benefits,
hawasina,
hedgehogs,
heursitics,
historical data,
hlb,
holitsic,
holland,
horseshoe crab,
human-caused climate change,
hydrogen,
hydrology,
ice,
iceland,
ignition,
iguana,
imagery,
impact,
india,
inequality,
information,
initiatives,
injection,
insurance,
intelligence,
interacting risk,
internal combustion engine,
invasive species,
investment,
isomer,
issue escalation,
issues,
ITER,
jobs,
Jupiter,
justification,
kids,
kill point,
knowledge,
koch brothers,
Kuznets,
laboratory,
LAL,
landscape mode,
lapampa,
launch,
LCA,
Leadership,
Leadership,
life cycle analyses,
life cycle analysis,
lifecycle,
Linkedin,
liquid,
lizard,
local,
long term,
long-term,
long-term thinking,
look up,
loud,
maintenance,
maker,
makermovement,
malcolm gladwell,
management,
marathon,
marine biology,
market,
mars,
Martin Luther King,
mean,
megawatt,
MeHg,
melting,
mercury,
metal,
Microgrid,
microplastics,
migration,
military,
millennial,
mindset,
minerals,
mission,
mitigate,
MLK,
mongolia,
museum,
museum of london,
nature,
nematodes,
net gain,
Net Project Success Score,
net zero,
netherlands,
network,
New book,
New Jersey,
New Practitioners,
new york,
NFT,
nitrogen,
noise,
noreaster,
norway,
nova,
NPSS,
NREL,
ocean,
ocean cleanup,
ocean life,
oil rig,
oil rigs,
oklahoma,
oman,
only murders in the building,
opportunity,
overall risk,
oxygen,
packaging,
pareto,
PBS,
permafrost,
persistence,
peru,
Pharmaceutical,
planet,
planet.com,
planning,
plant,
plasma,
plastic,
playground,
pm,
pm education,
pmbok,
pmbok guide,
pmnetwork,
PMXPO-2018,
podcast,
pollutants,
pollution,
poop,
poor,
portfolio,
power,
power skills,
privacy,
privacy concerns,
professors,
program,
Program Management,
project,
project leader,
project leadership,
project management,
project management 3.0,
project on fire,
project progress,
Project Success,
project success,
projecticity,
projectleadership,
projectmanagement,
projects,
psychology,
pulse of the profession,
purple bacteria,
purpose,
quiet,
rainforest,
rationale,
reef,
refugees,
renewable,
renewables,
Repair,
repair,
repeatable process,
repeatable processes,
repurpose,
research,
resource breakdown strucuture,
Resource Management,
reversing climate change,
revisionist history,
rich,
rigs2reefs,
ripe,
risk,
risk avoidance,
Risk Management,
risk mitigation,
risk response,
risk responses,
river,
robots,
rocks,
rules of thumb,
rural,
rural India,
russia,
Sarcasm/Irony,
satellite,
saudi,
schedule,
sci-fi,
Science,
science,
science-fiction,
scientific american,
screaming monkeys,
sea,
sea life,
Sea-Level Rise,
sea-level rise,
seagreens,
seawall,
seawater,
seawater temperature,
seaweed. beat;es. farming,
secondary risk,
selena gomez,
sequestration,
shipping,
skyscraper,
SLR,
smart cities,
smart city,
smelting,
social,
social pressure,
soil,
solar,
solar panels,
solar perovkites,
solar saheli,
sonic,
sponge cities,
SRI,
stage-gate,
stagegate,
stakeholder,
stakeholder management,
steward,
stewardship,
storage,
strategy,
stupid,
success,
suffer,
sulphur,
sunk cost,
supercapacitor,
supply chain,
survey,
Sustainability,
sustainability,
Sustainable Investing,
Sustainable Tourism,
sybiosis,
symbiosis,
system 03,
TBL,
temperature,
terraform,
terraforming,
test,
threat,
threats,
totem,
touchscreen,
tour,
tower,
Trains,
transparency,
transportation,
trash,
tree,
tree species,
trees,
trillion,
triple bottom line,
triple constraint,
truth to power,
UMass,
us army corps of engineers,
USDA,
vacuum,
value,
venus,
vision,
voice,
voltage optimization,
vw scandal,
washing machine,
waste,
wastewater,
water,
we mean business,
whales,
Whirlpool,
wind,
wisdom,
women,
Women in Project Management,
wood wide web,
woonerf,
Work Breakdown Structures (WBS),
world breakdown structure,
worms,
xian,
xylotron,
Yale
Date
We want to challenge you with the definition of what seems to be a mundane but pleasant word.
That word: success.
To do that, we're going to use an example provided from a very thoughtful post at an outstanding blog we suggest you visit, called SUKAD.
So here is the scenario:
You are charged with building a gymnasium at a warehouse facility for an industrial company which has a large number of employees in the region.
And here is the first challenge question:
What is the project?
Many will say that it is the successful construction of the gymnasium.
Don't answer too fast!
Now we quote directly from SUKAD:
Is the company in the business of building gymnasiums?
No!
OK, then what is the project?
Maybe we should ask the question differently, what is the business objective for the project, the business driver; business case?
Uh!
We understand. In this case we can say “improve employee health.”
To repeat and rephrase: the project is to build a gymnasium to improve employee health.
Great – now we know the project.
SUKAD goes on to discuss their four elements of project success. And by now you know that although of course the completion of the gym (on time, meeting requirements, and within budget) is an important element of success, it's not an "end-all" measurement of success.
Here are the four measurements of success:
-
Product Success: did we deliver the gymnasium in accordance with the project detailed plan (PDP) and specifications? If yes; good, first success measure is achieved.
-
Project Management Success: did we deliver the gymnasium in accordance with the project management plan (PMP); i.e. within the established time, cost, and other metrics? If yes; excellent, second success measure is also achieved.
-
Project Success: did we deliver the gymnasium in according to the project authorization (PAD)? Another way we can consider this is: did we deliver an acceptable and good standard gymnasium that the employees would consider using? If yes; wonderful, the third success measure is achieved. It is worth nothing here that since this can be measured shortly after completing the gymnasium, in most situations we consider the project a success and project is closed. However, we do not agree hence the need for the fourth measure.
-
Business Objective Success: We could have delivered an outstanding gymnasium and closed the project. However, the most important question is: did the project deliver the expected benefits that we anticipated when we considered the project and authorized it? Did we realize the benefits? The benefit expected is to improve employee health. It is unlikely that we will be able to give an answer at project close. We can measure the success a year or two after completion, long after the team demobilized.
As you can imagine, this last measure, business objective success, is related, at least in our minds, to the broad sense of project sustainability. Notice that it doesn't have a thing to do with the environment, and yet it is still a sustainability issue. We extend the view of the project beyond the deliverable and think in term of the steady-state.
Some project managers will find this objectionable. "Out of scope!", they will say. "Not our job!", they will declare.
We would like to agree quite strongly with SUKAD. Whether or not they realized they had a posting on sustainability thinking, they absolutely did.
We also would like to know what you think. Is there an advantage to you as a project manager and will you tend to do a better job as a PM if you consider these four measures?
Tell us! We won't know until you do... and the posting will only be a success if it generates some good discussion....
Oh yeah...one of our deliverables was a link to the full SUKAD posting on this subject.
http://sukadipms.wordpress.com/2011/09/03/four-dimensions-of-success-example/
Posted
by
Richard Maltzman
on: September 29, 2011 12:02 AM |
Permalink
Comments (3)
Please login or join to subscribe to this item
 | Anonymous |
A Six Sigma Project has this benefit measurement built in as a project deliverable called a Control Plan. This plan is transitioned at Project Close to the identified business owner to execute over a specified period to determine the level of benefit achieved. It includes resources and corrective actions that should occur to ensure benefit realization. It can also include a trigger for a new project if benefits fall below a certain level.
| Anonymous |
Reword the scenario. Is the title "you" to imply an outside organization (the PM) undertaking a project on a contract basis, or is "you" intended to mean an internal PM charged with a company project? If the latter, then the 4th measure is ok, otherwises it is off-base.
| Anonymous |
@Jim, thanks for the reference to Six Sigma's Control Plan
@ Richard, we meant the internal PM. But we think it's important for a contracting PM to immerse him/herself in the organization so much that it really doesn't matter (or at least not that much).
Please Login/Register to leave a comment.
|
"You can't have everything. Where would you put it?"
- Steven Wright
|
