We often evaluate project success at the time of delivery or closure, based on whether the agreed scope was delivered within the expected schedule, budget, and quality parameters.
But I sometimes wonder whether this tells us the complete story.
Consider a project that is delivered successfully, meets all its acceptance criteria, and receives formal sign-off. A few months later, however, the organization realizes that the expected business benefits have not materialized.
Would we still consider that project successful?
This raises another question: Should the Project Manager's responsibility end with delivering the agreed outcomes, or should there also be some accountability for ensuring that the intended business benefits are realized?
I understand that benefits realization may depend on business owners, operational teams, market conditions, and other factors beyond the Project Manager's control.
However, if we assess success only at closure, are we potentially overlooking the actual value the project was intended to create?
How do you distinguish between successful project delivery and successful benefits realization? And who should be accountable for measuring those benefits after project closure?
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