Multiple factors are involved in a project: Scope, costs, schedule, risks, resources, customer satisfaction, etc. ¿What factors do you consider to be most important when evaluating the results of a project? ¿Internal or external satisfaction? ¿Profits or Delivered Value? Saving Changes...
Keith MelvinSumaria Systems, LLCDayton, OH, United States
Hi Veronica, for me is People, Tools, Communication, Requirements, Funding, Flexibility. If you mix those in a pot, you can make most any project happen.
When I'm evaluating project results, I take on two perspectives: First, what is the customer's perspective. Did we deliver what they wanted when they wanted it. I like to know what they thought about our attempts to be transparent. Second, I turn the spotlight onto our team. I like to ask if we have the right tools in place, and get feedback on internal communications. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Veronica, when evaluating the results of a project, several factors come into play, and the relative importance of each can depend on the specific goals of the project, the stakeholders involved, and the industry.
Normally, while delivered value to customers and external stakeholders typically weighs most heavily in evaluating a project’s results, it’s also crucial to balance this with internal satisfaction and effective project management, including scope, schedule, cost control, and risk management.
A successful project should not only achieve the desired outcome for the customer but also be executed in a way that fosters internal collaboration, improves future processes, and contributes to the organization’s long-term strategic goals. If I had to rank these factors, I would say:
1) Customer (External) Satisfaction and Delivered Value 2) Scope, Schedule, and Cost (Triple Constraint) 3) Internal Satisfaction and Team Morale 4) Risk Management and Resource Utilization
Veronica, I would deem that a project is successful if it has been able to:
a) satisfies stakeholders most impacted by the change
b) creates value for the organization (i.e. achieve the benefits outlined in the original business case) Saving Changes...
Hi Verónica Elizabeth Pozo Ruiz I guess there is a subjective element to this question because the answer can vary according to different project managers. owever, in my opinion and experience, I consider the following:
1. Client satisfaction - In terms of delivered product, established relationships and overall experience working with the project team based on CSAT surveys.
2. Project success rate - Measured in terms of scope adherence, profitability, schedule adherence
3. Lessons learned - Did we learn anything new and how can we ensure that the next project is improved based on what we learned
4. Team satisfaction - Was everyone able to work in the best way, what was the feedback in retrospectives and so on. Saving Changes...
Patrice BlanchardExpert in transferring his expertise| Museum Box srlBraine L'Alleud, Brabant Wallon, Belgium
Hello Veronica,
When managing projects, it's crucial to keep our stakeholders at the center of everything we do—because their success is our success! By stakeholders, I mean not just our external customers but also our internal stakeholders, like the project team, who play a vital role in delivering outcomes.
After all, delivering an exceptional product to a customer while burning out the team or stalling their career progression isn’t success—it’s a red flag for failure. That’s why I always advocate for revisiting the full stakeholder list to ensure all perspectives and expectations are captured and balanced.
Here’s how I break it down:
Customers expect on-time delivery, budget control, and a high-quality product that meets their needs.
Team members seek a positive work environment, morale-boosting leadership, work-life balance, and opportunities to grow both their skills and their careers.
The CIO wants customer satisfaction, adherence to budget constraints, and successful delivery of the committed portfolio.
Auditors and the PMO require compliance with standards and respect for established processes.
My project manager peers expect resources to be available on time, so their projects can start as planned.
End users want their voices heard, their needs understood, and their requirements fulfilled.
Each stakeholder has distinct (and sometimes conflicting) expectations, making our role both challenging and rewarding.
As the project manager, I consider myself a stakeholder too. My expectation? To achieve a well-balanced compromise among these needs, ensuring that every stakeholder leaves satisfied. For me, success is having a clear and complete list of acceptance criteria, with a green checkmark beside each, at our closure meeting.
Let’s ensure our project not only meets expectations but exceeds them—for everyone involved!
Saving Changes...
Curtis SmithProject Manager| Sarasota County GovernmentParrish, Fl, United States
Stakeholder satisfaction is what counts. It is the primary driver of value. For PMs, the challenge is to identify which stakeholder has the most influence over the perception of success. It's not always the boss and it's not always the customer. A good question to ask both yourself and your project team is, "What is the one thing that, if we don't accomplish it, will cause the project to be deemed a failure? Often there is more than one thing, but the question starts a valuable conversation. Saving Changes...
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Verónica if we go back to the basic concept, it's about finishing on time, within budget, and meeting objectives. For me, objectives include delivering value and ensuring the satisfaction of the client, the team, and all stakeholders. It sounds simpler said than done, but that would be the goal to achieve. Saving Changes...
Joseph AbboudCorporate Trainer and Management Consultant| FreelancerKaslik, Lebanon
In my opinion, If I can deliver the project outcomes as per the Requirements Traceability Matrix, on budget, on time, and without ill will or animosity toward anyone, then I consider the project to be successful.
:) Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Veronica,
You can have a satisfied client, hit all the traditional performance criteria, and “determined success” will be at your door. However, the question of “objective success” could be different.
In other words, “success” is a curious word, as the definitions are countless across the horizon of our profession, most extraordinarily so when negative forms of corporate politics come into the equation—a long and challenging subject.
That said, the closest form of a perfect project for me is when:
[1] Your customer is satisfied.
[2] You have, through objective measurement, met your endstate goals and objectives.
[3] You have met the traditional forms of project performance.
[4] You have “full adoption” of your deliverable(s). Measured post full rollout.
In my opinion - A perfect project is one that successfully delivers all objectives on time, within budget, and with high quality. It ensures stakeholder satisfaction, effectively manages risks, and maintains a motivated, productive team. The project adapts to changes seamlessly, creates sustainable outcomes, and documents valuable lessons for future improvement.Overall, it balances value delivery, stakeholder expectations, and team well-being.
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