Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
In the closing phase, upon final review of performance and creating the closing the report , how do you evaluate the success of the project ? Just in simple steps. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Feb 02, 2016 3:49 AM
Replying to PANKAJ KUMAR JOSHI
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Rami, In someway Nguyen is correct. In many cases, You will get very tight budget and schedule to execute. In long duration contract, escalation also plays an important role. One is lucky if he receives all resources on time and if he has sufficient risk contingencies to complete the project. I also participate in bidding of new projects and I have seen many EPC projects were taken with a lot of risk to compete in the market.
Even there is no regular scope validation, Client sometime asks a lot of changes in scope. You follow all PM practices but still some fixed price contracts becomes nightmare, due to contractual risks.
In some IT/product development project the final product becomes obsolete to customer requirements. Closure of such project is really difficult. That's why many projects are abandoned and closure is done at middle stage.
I agree with what you've mentioned somehow but not totally. You need to spend time on planning - There are contractual obligations and rights which you should be aware of and there are limitations on how much change the client can order and the list goes on.
My disagreement with Nguyen is mainly on the client rejecting the product because he doesnt want it anymore and the issue of evaluating the end product at the end not in the beginning.
Just to be clear, I am talking from large construction projects point of view, not IT. Maybe IT is different but it shouldnt as construction is much more complex in size, design, coordination, etc. Yet, I had so many successful experiences on complex jobs. It all goes down how well you plan, how well you communicate and how well you monitor smd control.
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1 reply by PANKAJ KUMAR JOSHI
Feb 02, 2016 4:14 AM
PANKAJ KUMAR JOSHI
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You are correct. But as I told he has written it with his experience and you are mentioning your experience. I am working with one project now which company has taken in a aggressive way to introduce themselves in new country. Now we are facing internal funding and payment issues from client.
Related to client rejection; Whether client rejects the product or accept it, He has to close the project and pay final payments. It doesn't make sense that now don't need this product so take it at your home. So performance of projects can be analysed with the objective set by internal sponsor (not customer).
Really complexity depends upon the work and EPC projects are very complex.
I don't have idea about the IT projects but very big organisations are depending upon the coding and testing of thousands of employees which they do for their projects. Any new practice in project management, they are the one who accept immediately.
Saving Changes...
PANKAJ KUMAR JOSHIGeneral Manager| Transrail Lighting LimitedNainital, Uttrakhand, India
Feb 02, 2016 4:03 AM
Replying to Rami Kaibni
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I agree with what you've mentioned somehow but not totally. You need to spend time on planning - There are contractual obligations and rights which you should be aware of and there are limitations on how much change the client can order and the list goes on.
My disagreement with Nguyen is mainly on the client rejecting the product because he doesnt want it anymore and the issue of evaluating the end product at the end not in the beginning.
Just to be clear, I am talking from large construction projects point of view, not IT. Maybe IT is different but it shouldnt as construction is much more complex in size, design, coordination, etc. Yet, I had so many successful experiences on complex jobs. It all goes down how well you plan, how well you communicate and how well you monitor smd control.
You are correct. But as I told he has written it with his experience and you are mentioning your experience. I am working with one project now which company has taken in a aggressive way to introduce themselves in new country. Now we are facing internal funding and payment issues from client.
Related to client rejection; Whether client rejects the product or accept it, He has to close the project and pay final payments. It doesn't make sense that now don't need this product so take it at your home. So performance of projects can be analysed with the objective set by internal sponsor (not customer).
Really complexity depends upon the work and EPC projects are very complex.
I don't have idea about the IT projects but very big organisations are depending upon the coding and testing of thousands of employees which they do for their projects. Any new practice in project management, they are the one who accept immediately.
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1 reply by Rami Kaibni
Feb 02, 2016 8:47 AM
Rami Kaibni
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Now this I can agree with which is different than what was mentioned before. The client can reject but he will pay for everything, this is right. There are contractual obligations and rights. This rarely happens in my world of expertise though.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Feb 02, 2016 4:14 AM
Replying to PANKAJ KUMAR JOSHI
...
You are correct. But as I told he has written it with his experience and you are mentioning your experience. I am working with one project now which company has taken in a aggressive way to introduce themselves in new country. Now we are facing internal funding and payment issues from client.
Related to client rejection; Whether client rejects the product or accept it, He has to close the project and pay final payments. It doesn't make sense that now don't need this product so take it at your home. So performance of projects can be analysed with the objective set by internal sponsor (not customer).
Really complexity depends upon the work and EPC projects are very complex.
I don't have idea about the IT projects but very big organisations are depending upon the coding and testing of thousands of employees which they do for their projects. Any new practice in project management, they are the one who accept immediately.
Now this I can agree with which is different than what was mentioned before. The client can reject but he will pay for everything, this is right. There are contractual obligations and rights. This rarely happens in my world of expertise though. Saving Changes...
Khai Ng.IT PMO | IT Project Manager| TTGROUPHanoi, Viet Nam
Many thanks Rami and Pankaj for your comments. I totally agree that we need to evaluate the success of a project based on many factors. The satisfaction of sponsor and customer is only one aspect.
Most IT projects are very complicated. Things are ambiguous at beginning, gradually emerged, and also changing constantly during IT projects are carried out; new technologies, new business requirements...
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1 reply by Rami Kaibni
Feb 23, 2016 9:22 AM
Rami Kaibni
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Nguyen, thanks for your input. Yes, I agree with this approach.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Feb 23, 2016 9:15 AM
Replying to Khai Ng.
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Many thanks Rami and Pankaj for your comments. I totally agree that we need to evaluate the success of a project based on many factors. The satisfaction of sponsor and customer is only one aspect.
Most IT projects are very complicated. Things are ambiguous at beginning, gradually emerged, and also changing constantly during IT projects are carried out; new technologies, new business requirements...
Nguyen, thanks for your input. Yes, I agree with this approach. Saving Changes...
Bappah MohammedOther| Nigerian National Petroleum CorporationNigeria
You can also benchmark your success criteria with standard or similar projects Saving Changes...
Lonnie PacelliAuthor & President| ProjectManagementAdvisor.comBellevue, Wa, United States
Three statements of success:
1. Did you deliver what you said you'd deliver when you agreed to deliver it at the agreed-upon cost?
2. Would the project sponsor engage with you again to run another project?
3. Would the project team members work with you again on another project?
The first question gets to delivery; the second and third relate to how others view your effectiveness as a project manager. Saving Changes...
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