With software implementation projects, we have a great focus on Customer Success, where we go over and beyond to support the Customers. But at the same time, we have a limited budget for these projects, based on specific scope and contracts. This sort of contradicts, I think.
So long as we have an agreement from all stakeholders about the scope and delivery commitments, we are good. going above and beyond does not mean we do more than what was agreed. Scope can be refined, changed , adapted etc. but always in agreement with stakeholders and appropriate documentation on what is changing and why. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Put focus con quality, because quality is about the stakeholders will get what they expect and it is able for their use. If you think and behave based on quality then costs will be at minimum mainly in software projects. If you implement quality as a way of thinking and behave then you will get profit. That´s all you need. Quality is a matter of organizational strategy then organizations has to decide between quality and grade. Saving Changes...
I agree with Kiron. There are always some competing constraint. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Every customer, every stakeholder has their own view on success.
Yet natural requirements for most projects most of the time are that stakeholders want a result until a certain time and within a certain amount of cost. Even more if they expect a ROI and have produced a business case. The expected result can be scoped (car or house) and has a certain quality, including expectations on sustainability.
Triple constraints are not a contradiction to success, but in most cases are included in it. Saving Changes...
Ruth Marina Lopez PerezResponsable TI| INSTITUTO DE PREVISION SOCIAL MILITAR - NICARAGUAMasaya, Los Madrigales, Nindirí, Nicaragua
I agree with Thomas Valenta. Each stakeholder has their own vision of success, and we must keep them satisfied by considering the expected benefits of the project.
Great work! thanks for share. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
As mentioned you will always have competing priorities and constraints but let's be honest here for a minute - Probably 95% of project managers are basically told what to do. They are not really part of defining the success criteria. Success is about adding value, and not about meeting the triple constraint. Sure it adds to the success factor but it is of no use to deliver a turd for half the budget in half the time just because the contract says you must deliver a turd. PM's are involved in defining scope, timeline, and budget but that 'scope' has already been defined when something was sold.
So really what you have to do is to figure out how you can 'sell' the turd to somebody who did not really want it in the first place. This is always the case of course, but unfortunately, it is true more often than not. Saving Changes...
