Kevin ColemanSubject Matter Expert, Author, Speaker and Strategic Advisor| - InsightsPa, United States
Shouldn't project success be measured based partially on the value it bring to the organization and not just being completed on time and within budget? Saving Changes...
Sort By:
Ganesh SrinivasanGanesh PMO (PMP, PMI-SP, ITIL-F)| MNC BankChennai, India
Hi Kevin,
Very nice topic you brought out for discussion !
Now the question is how it will be measured ? Any thoughts from your end ?
What i feel is Project Success is being measured by Time, Scope, Cost. because it is measurable as we have the data.
Any other thoughts welcome.
- Ganesh Saving Changes...
saurabh mahajanPMP, ITIL, PRINCE2| vodafonePune, Maharashtra, India
Some project can be done to build brand image of the organization. For e.g: building a stadium for Olympics. Although the stadium was built with cost over run but it gave the completing company a success story to present it to its future clients that it build a Olympics stadium. Same way doing a project for a non-profit organization in a developing nation from company's own money to build a relation with that country.
So the moral is project success can also bring intangible value to organization. Saving Changes...
Kevin ColemanSubject Matter Expert, Author, Speaker and Strategic Advisor| - InsightsPa, United States
@GAnesh I do not think any ONE measure can be used it has to be a collection of measures that are selected based on the project Saving Changes...
Is not project success criteria defined as part of the program management and program governance?
Further, each stakeholder will have their own metric/criteria for success. That may or may not align with the organization's need and so may not create "business value".
As a first step, shared understanding of the success criteria should be established with the sponsor and signed off. This should be clearly measurable such as production capacity, schedule time, quality of the products, project cost, or could be an intangible variable.
For example, a company can enter a new region with their products. products launch may be delayed but as and when the product is launched. organization has achieved the strategic objective of "entering a new region/market".
Scope, cost, time and quality alone need not the criteria to measure the value delivered by a project Saving Changes...
Is not project success criteria defined as part of the program management and program governance?
Further, each stakeholder will have their own metric/criteria for success. That may or may not align with the organization's need and so may not create "business value".
As a first step, shared understanding of the success criteria should be established with the sponsor and signed off. This should be clearly measurable such as production capacity, schedule time, quality of the products, project cost, or could be an intangible variable.
For example, a company can enter a new region with their products. products launch may be delayed but as and when the product is launched. organization has achieved the strategic objective of "entering a new region/market".
Scope, cost, time and quality alone need not the criteria to measure the value delivered by a project Saving Changes...
Rod BaxterPrincipal| Value Generation Partners; AuthorNaples, Fl, United States
This is a great discussion.
I like to determine the project success criteria as part of the project charter development and requirements gathering. I always include schedule and budget as success criteria for the project, however many times there are stakeholder and customer success criteria requirements that pertain to the solution or deliverables of the project.
I believe you can think of success criteria in two categories - project success criteria and solution/deliverables success criteria.
Absolutely !!! All 3 (or 4) of the primary constraints need to be considered with respect to project success. (those constraints being schedule/time, budget/cost, and scope - perhaps adding quality if that's not considered part of scope). If you deliver on time and within budget but don't meet scope or quality standards, have you succeeded? Probably not, or maybe only partially successful. Many organizations pretty much ignore scope once the Project Charter is written, mostly because the project time and budget estimates are built around achieving that scope. But if scope changes during the project, or if scope evolves or decreases in some agile method, then scope is certainly a major reportable consideration with respect to project success. Saving Changes...
Henry HattenrathProject Consultant| Tectonic Engineering MSA LLCNew York, Ny, United States
Interesting. The question appears to be more about Owners and their organizational/PMO strategy in implementing projects. Since projects are temporary, the performance of the project team is measured from various metrics throughout the project lifecycle to closeout.
While a project may be successful, the value added by the project can not be measured or assessed until the project is completed and sufficient data is collected and measured against the metrics that justified the project investment.
At that time, the Owner will research its records and organizational assets to determine the effectiveness of selecting, justifying and implementing projects. Saving Changes...
