saurabh mahajanPMP, ITIL, PRINCE2| vodafonePune, Maharashtra, India
From a project manager's point of view when can he/she say the project is success
1) Only when the results meet client needs in defined time and cost ?
2) When project manager has managed all project management areas well ? even if he/she manages 8 areas well out of 10 knowledge areas can the project be success ?
or questions like below also should add to project success
1) is the team happy to work ?
2) Is the manager good ? Saving Changes...
S.SHANMUGA SAMYEx. Chief General Manager| O.N.G.C.LtdChennai, Tamil Nadu, India
It is evolutional to go from Project Manager to an organizational Leader and is quite natural for those who want to improve upon themselves and their working environments. Project Success is gauged by the end users / consumers and they will not be unhappy if you exceed their expectations as long as you stay within defined scope of time and cost. So, it is obvious for the Organizations to encourage such budding Leaders who think and act beyond the Project(s) they are attached with to ensure not only Project Success but also the Organizational Success. Saving Changes...
Ajay DixitSr. Project Manager| Excelsoft Technologies Pvt. Ltd.Bangalore, Karnataka, India
Success is quite an illusive term and can't be defined by parameters. Success is another term used for declaration of satisfaction. If needs are met, expected outcome has been realized in such a way that a person or group of persons, i.e. stakeholders, are satisfied then it will be considered as a success. Still you have to remember that customer satisfaction is an important factor, to explore opportunities for account mining and future relations. Although the project may be a success but client may not want to continue in future with you, a successful project will be a project which not only meets all expectations and delivers within time and budget but also leads way to future engagements, if any. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Great topic indeed. I thonk that if you do the exercise to create project success metrics you will find that all the metrics you find belongs to project scope, project time, project cost and project quality.
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1 reply by Rolf Dieter Zschau
Apr 27, 2016 5:14 AM
Rolf Dieter Zschau
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Yes, Sergio. Because these are the easiest to measure. For everything else, you have to think about how and what to measure, which will lead to some effort to spend. And it's usually not generic but very individual.
Great topic indeed. I thonk that if you do the exercise to create project success metrics you will find that all the metrics you find belongs to project scope, project time, project cost and project quality.
Yes, Sergio. Because these are the easiest to measure. For everything else, you have to think about how and what to measure, which will lead to some effort to spend. And it's usually not generic but very individual. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Please let me say I fully disagree with you Rolf. The problem is that (in my scope of knowledge due to my personal experience) any other things that are not easy to meassure must not be assigned as project success measurement. That is my point. For example, customer satisfaction or stakeholder satisfaction. That will be achieved thanks project quality. So, it is simple to meassure. But people includes inside customer satisfactions things that must be attributable to the product, not to the project. So, my point still remains (hehehehehe): any meassure that you find related to project belongs to scope, time, cost or quality. But perhaps, I have to open other discussion about that.
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1 reply by Rolf Dieter Zschau
Apr 28, 2016 7:28 AM
Rolf Dieter Zschau
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Hi, Sergio,
I understand your point - and I think it's more closely related to the original question regarding PM's view than my statements (I might be more closely to product or program view - maybe because I support client side too long now). But I don't think, that project quality is an easy to measure concept. Maybe you can help me with your experience how I can measure that easily. I'm eager to learn in that area.
Please let me say I fully disagree with you Rolf. The problem is that (in my scope of knowledge due to my personal experience) any other things that are not easy to meassure must not be assigned as project success measurement. That is my point. For example, customer satisfaction or stakeholder satisfaction. That will be achieved thanks project quality. So, it is simple to meassure. But people includes inside customer satisfactions things that must be attributable to the product, not to the project. So, my point still remains (hehehehehe): any meassure that you find related to project belongs to scope, time, cost or quality. But perhaps, I have to open other discussion about that.
Hi, Sergio,
I understand your point - and I think it's more closely related to the original question regarding PM's view than my statements (I might be more closely to product or program view - maybe because I support client side too long now). But I don't think, that project quality is an easy to measure concept. Maybe you can help me with your experience how I can measure that easily. I'm eager to learn in that area. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Thank you for your answer Rolf. As you mentioned quality is, in my personal experience, the hardest to meassure. Why? Because quality is a subjective matter topic we need to transform into objective once. And is beyond that: quality is an strategical item that it is defined for each organization. So, what we do is this. First, taking into account that as project managers we are on charge of two quality types: product quality and project quality. On both cases all we need to pay attention is on product requirements (we, as project managers are not responsible for that. Business analyst is.) and project requirements (we, as project managers, are responsible for that). Then, metrics we have, are related to both requirements (product and project) compliance. For example, other thing we use as a project quality metric is about the level of impact in other organizational areas due to the project we are on charge.
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1 reply by Rolf Dieter Zschau
Apr 28, 2016 1:29 PM
Rolf Dieter Zschau
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Just a link to an interesting talk that touches our discussion: Session 1 in today's PMXPO. Worth listening.
Thank you for your answer Rolf. As you mentioned quality is, in my personal experience, the hardest to meassure. Why? Because quality is a subjective matter topic we need to transform into objective once. And is beyond that: quality is an strategical item that it is defined for each organization. So, what we do is this. First, taking into account that as project managers we are on charge of two quality types: product quality and project quality. On both cases all we need to pay attention is on product requirements (we, as project managers are not responsible for that. Business analyst is.) and project requirements (we, as project managers, are responsible for that). Then, metrics we have, are related to both requirements (product and project) compliance. For example, other thing we use as a project quality metric is about the level of impact in other organizational areas due to the project we are on charge.
Just a link to an interesting talk that touches our discussion: Session 1 in today's PMXPO. Worth listening. Saving Changes...
Linda MillerProject ManagementHuntington, Ny, United States
I would say that the bottom line is that it depends very much on the project. I don't think that there is a one size fits all answer. I think it is something that the project stakeholders along with the team and PM need to define upfront. Saving Changes...
I recall a couple years ago I think, PM Network put forth an article about the Costa Concordia recovery. The aforementioned article demonstrated the difference between project success and project management success; two entirely different concepts. For me, I think each of these questions need to be asked when considering success.
With the Concordia, the task was to recover the partially sunken ship, more than twice the size of the Titanic. However, project success was not defined simply as recovering the ship. The team was tasked with subjecting the Mediterranean waters and sea life to minimal environmental impact.
I don't have the details in front of me, but as I recall budget consideration wasn't altogether a deciding factor of success because the project closed well over budget... however, the project itself and the project management team were considered successful given the recovery effort and success towards the restoration of the marine environment, budget considerations aside. Saving Changes...
