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How do you define project success?
After reading a great article by Marian Haus on her blog, she brought up the question "how do you define project success".

I think this is a fantastic question and surely to elicit different answers. For me project success is measured by the ability for it's deliverables to create business value.

Looking at that now I realize I am missing the scope, cost, schedule from my definition. Would you help me improve it?
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Steven, so true, the client engagement needs focus. From a business perspective if we are partnered with a client for long, say 2 years or more on a project, i see more comfort in an explicit and transparent client involvement with a scalable business model in place. These are fewer and long term projects, generally. Another is a new client assignment with focus on client engagement but not much visibility or involvement facilitated to the client. Efficeint PM but more of business relationship emphasizes the client engagement. The third is the innovation PM category which requires more risk appetite and agile project execution. Engagement in this case is the investers and the principle stakeholders who envisage the concept future. This needs an agile thinking for go to market readiness but scope and timelines remain "drawings on beachsand" until atleast one tangible product package is versioned for demo or even better, delivery.
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1 reply by Steven Zachary
Dec 31, 2015 12:55 PM
Steven Zachary
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Praveen,

I really enjoyed that, lots of good points. Now can you squish it down into an elevator pitch (15 seconds). That's the goal, can we CLEARLY define without ambiguity project success. Not a catch-all statement.
Dec 30, 2015 7:59 PM
Replying to Rami Kaibni
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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.
Very interesting Rami.

A lot of good points in there, but I don't see the magic word....value.

Strategy is useless if it doesn't create value.
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1 reply by Rami Kaibni
Dec 31, 2015 1:07 PM
Rami Kaibni
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Thanks Steven. The magic word was in between the lines.

When you deliver a product in line with the organizations strategic plans then you are creating value. You never create value if you do deliver a product that is not in line with the strategies.

The magic word is called Magical because it is hidden.
Dec 31, 2015 2:13 AM
Replying to Praveen Kambhampati
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Steven, so true, the client engagement needs focus. From a business perspective if we are partnered with a client for long, say 2 years or more on a project, i see more comfort in an explicit and transparent client involvement with a scalable business model in place. These are fewer and long term projects, generally. Another is a new client assignment with focus on client engagement but not much visibility or involvement facilitated to the client. Efficeint PM but more of business relationship emphasizes the client engagement. The third is the innovation PM category which requires more risk appetite and agile project execution. Engagement in this case is the investers and the principle stakeholders who envisage the concept future. This needs an agile thinking for go to market readiness but scope and timelines remain "drawings on beachsand" until atleast one tangible product package is versioned for demo or even better, delivery.
Praveen,

I really enjoyed that, lots of good points. Now can you squish it down into an elevator pitch (15 seconds). That's the goal, can we CLEARLY define without ambiguity project success. Not a catch-all statement.
Dec 31, 2015 12:53 PM
Replying to Steven Zachary
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Very interesting Rami.

A lot of good points in there, but I don't see the magic word....value.

Strategy is useless if it doesn't create value.
Thanks Steven. The magic word was in between the lines.

When you deliver a product in line with the organizations strategic plans then you are creating value. You never create value if you do deliver a product that is not in line with the strategies.

The magic word is called Magical because it is hidden.
...
1 reply by Steven Zachary
Dec 31, 2015 1:09 PM
Steven Zachary
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True, but I just like it front and center.

The answer to life, the world, and everything is.....value.
Dec 31, 2015 1:07 PM
Replying to Rami Kaibni
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Thanks Steven. The magic word was in between the lines.

When you deliver a product in line with the organizations strategic plans then you are creating value. You never create value if you do deliver a product that is not in line with the strategies.

The magic word is called Magical because it is hidden.
True, but I just like it front and center.

The answer to life, the world, and everything is.....value.
...
1 reply by Rami Kaibni
Dec 31, 2015 1:15 PM
Rami Kaibni
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VALUE ------------------ VALUE ------------------- VALUE
Dec 31, 2015 1:09 PM
Replying to Steven Zachary
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True, but I just like it front and center.

The answer to life, the world, and everything is.....value.
VALUE ------------------ VALUE ------------------- VALUE
...
1 reply by Steven Zachary
Dec 31, 2015 2:27 PM
Steven Zachary
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= Win
Dec 31, 2015 2:04 AM
Replying to Ganesan Balaji PMP, RMP, PgMP
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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.
Balaji,

I agree here, especially about always bringing the project back into focus of the bigger picture. This is essential and has proven very successful in my own experience.

The only reservation I have with the firs paragraph is that a project can meet its product/service/result and scope, cost and schedule flawlessly and still fail sponsor/client expectations or value.

This is where tracability and proper walkthroughs come into play. What do you think?
Dec 31, 2015 1:15 PM
Replying to Rami Kaibni
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VALUE ------------------ VALUE ------------------- VALUE
= Win
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1 reply by Rami Kaibni
Dec 31, 2015 3:52 PM
Rami Kaibni
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Project is the Game, Management is the Frame, Success is the Name: This is my Main Blog Title !
Take into account this: value is a subjective matter. We need to make it objective. Here is where the project objectives has to be defined aligned with the reason to start it which is creating something that creates value to the organization. But what it is valuable for the organization is defined in accordance to the organization strategy taking into account it could be something objective to be meassurable.
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2 replies by Rami Kaibni and Steven Zachary
Dec 31, 2015 3:33 PM
Steven Zachary
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Isn't that the golden truth Sergio. Measurable. Metrics, although hyped beyond all comprehension, truly drive value. How do you know if you've succeeded if you don't measure.
Dec 31, 2015 3:51 PM
Rami Kaibni
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100% Sergio - This is exactly what I was trying to say.
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