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I agree with you Steven and I think you have missed out nothing. If you are delivering the business value, it is definitely through the deliverables which are delivered within the scope, time and cost constraints. There is no specific need to mention these constraints when you have already said business value. This definition is much more encompassing than the traditions project management approach. PMBOK 5th Edition started pointing towards this aspect.
From my experience and in simple words: Project Success is executing the plan for the business need and delivering the required product which is in line with the organization strategy plans. Project should be completed within the schedule, cost, scope baselines and quality requirements and above all with sound safety records.
Process sucess is achieving project objectives. And sorry Steven but I do not agree with you about your statement related to deliverables (sorry if I did not understand well your statement). Project deliverables (product/service/result) are created because the need to solve a business problem. But the definition of those deliverables as the right solution is out of the project objectives because the project scope is defined from product scope and the product scope is defined before the project start by the business analyst and her/his group. I have debate this for years because it is amazing to see how defined project objectives are product objectives. For example, to assign a project objective like "growh 5% in market share in the current year" is wrong. You will growth thanks the product/service/result to be created but not by the process to create it (the project). What we have to do is to define all project objectives that will be fully aligened with solution objectives in terms of the project management process you will use to assure that the product/service/result is deliverd as defined.
project success = Customer Success(achieving the required business value) + organization success(something added to the lessons learned which can be used in other projects,getting new clients because of the project success etc) + people success(team members learned something out of this project)
Thank you so much for your response. I do not disagree with you at all. We are saying the same thing, although you laid it out much more comprehensively than me. In the blog I referenced I was merely arguing deliverables are a output of a much more comprehensive process, the same one you just outlined.
I think today the Project planning is going through a transition that may be some of us are not perceiving the change as much as it is required. Most deliverables are agile and most customer requirements are dynamic. In this scenario of disruptive transformation, project Management has got to be more self challenging and spiral inwards in reorienting and closing towards the deliverables.
Often, the application is an experimental initiative and the project follows a classic model expectations of quality reviews and project milestones with clear product features.
Focus on risk is more important in an evolving product and scope and timelines don't have a top priority.
So for Project success to identify the Project category, classic waterfall , Agile, Iterative would be a critical requirement in the first place. Avoiding Adhocism and following processes and effort reporting, identifying logical and acceptable milestones, and Client involvement at the prescribed frequency directly into the project would give a global scalability, in my opinion, to any Project. This in itself is the essence of Project Planning !!
It's rare that yo hear of the need to evolve with such practical solutions for doing so. Client involvement is always the lynchpin and unfortunately, varies from team to team, organization to organization. Maybe client engagement needs to be the focus?
As long as project's output i.e. product/service/result meets the pre approved project attributes such as scope, cost, schedule, I believe the sponsor/client will deem it as successful.
The preapproved attributes of the project should be driven by the program outcome which in turn should be driven by organizational needs i.e. business value,
The issue is project team members should be continuously reminded of the big picture at program/portfolio/organization level and the need for project output to be in alignment with the "big picture" needs, project success can be achieved.
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