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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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Dec 31, 2015 2:59 PM
Replying to Sergio Luis Conte
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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.
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 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.
I totally agree with this Balaji - Very Wise.
Dec 31, 2015 2:59 PM
Replying to Sergio Luis Conte
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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.
100% Sergio - This is exactly what I was trying to say.
Dec 31, 2015 2:27 PM
Replying to Steven Zachary
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= Win
Project is the Game, Management is the Frame, Success is the Name: This is my Main Blog Title !
Quantity over Quality Rami ;)

"I agree".
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1 reply by Rami Kaibni
Dec 31, 2015 3:59 PM
Rami Kaibni
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LOL Never - Quality is Over Quantity. I never compromise Quality for Quantity. Steve Jobs once said: One Home Run is better than two Doubles !
Dec 31, 2015 3:53 PM
Replying to Steven Zachary
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Quantity over Quality Rami ;)

"I agree".
LOL Never - Quality is Over Quantity. I never compromise Quality for Quantity. Steve Jobs once said: One Home Run is better than two Doubles !
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1 reply by Steven Zachary
Jan 01, 2016 6:40 PM
Steven Zachary
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I was being sarcastic. All in good fun Rami, all in good fun!
Project success for me is when the business value is realized. This does not end when product is delivered. It is when the implementation and ongoing operation is successful in delivering value to business. I know that project is closed when operation takes over but I see success as a tangible benefit that can be realized after implementation.
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1 reply by Steven Zachary
Jan 01, 2016 11:41 AM
Steven Zachary
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ABsolutly Adil, music to my ears. The word tangible benefits post production and happy stakeholders is a great definition of success.
Dec 31, 2015 5:44 PM
Replying to Adil Muhammad
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Project success for me is when the business value is realized. This does not end when product is delivered. It is when the implementation and ongoing operation is successful in delivering value to business. I know that project is closed when operation takes over but I see success as a tangible benefit that can be realized after implementation.
ABsolutly Adil, music to my ears. The word tangible benefits post production and happy stakeholders is a great definition of success.
Tangible benefits
Are not a matter of project management. It's a a matter of business analysis. Project management is about all needs to create the solution as defined. But project management is not about defined th,product. That is because it is critical to understand the difference between product scope (field,of business analysis) and project scipe
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2 replies by Adil Muhammad and Steven Zachary
Jan 01, 2016 6:41 PM
Steven Zachary
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Absolutely. In the practice guide it makes a clear distinction of these points. Project scope CAN be delegated to a business analyst, but in a RACI it is the responsibility of the PM.

Product scope is the realm of the BA. As always Sergio, very insightful.
Jan 02, 2016 4:41 AM
Adil Muhammad
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Sergio,Product scope is part of Project scope (refer the PMBOK guide). Product scope does not exist in vacuum on its own. Project manager is responsible for the success or failure which includes the product scope.
You are right in saying that "Project management is about all needs to create the solution as defined". What this means to me is solution should be tangible and deliver value to business. If we as PM's lose sight of business value/tangible benefits, project will look successful on paper but will be a failure as no one will use it.
Also, product scope can be delegated to Business Analyst but at the end, Project Manager will be responsible for the success/failure of the project. i..e, to ensure the business value is realized. Projects are started to get some business value and this should always be the focus as Project Manager.
Dec 31, 2015 3:59 PM
Replying to Rami Kaibni
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LOL Never - Quality is Over Quantity. I never compromise Quality for Quantity. Steve Jobs once said: One Home Run is better than two Doubles !
I was being sarcastic. All in good fun Rami, all in good fun!
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1 reply by Rami Kaibni
Jan 02, 2016 8:44 AM
Rami Kaibni
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No worries Steven, I already figured that part out, it's all good and good fun is healthy.
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