Antonio GasparHead of IT Project Portfolio & PMO| Sysmex Europe SEHamburg, Germany
The Business Case was validated, the Requirements were collected and validated, the Quality was beyond the standard, the Acceptance Criteria were met, the Sponsor confirmed the project was executed meeting Expectations.
What is missing? Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The project manager has nothing to do and must not take care. The business analyst has to take care on that. One thing here: What you stated is,about,the,product,not the,project. Saving Changes...
I go with Anupama..
The priorities might have changed. There might be another project which is more compelling to the company. If a project manager has been allotted to the project, then he/she must revisit the business case, and check whether the project is in the grid.
He must care because, the priorities might change again, and the first one to be questioned is the project manager. Saving Changes...
Dominic LawProduct Manager| PCCW GlobalHappy Valley, Hong Kong
I am more with Sergio's opinion, that Project Manager follows the objective laid down at the beginning of the project, by the Sponsor or Business Analyst. Any change should be well clearly proposed and recorded according to the Change Management. And in this case the Sponsor has accepted it, in my opinion the project is completed. Saving Changes...
George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
The real issue relates to stakeholders' expectations, vs. blindly applying the "iron triangle" to manage a project. For years I'm advocating that we are applying the wrong definition for "project success" using the triple constraint - and your example is a clear example of failure while meeting the traditional definition of "success". Moreover, let's take a look at the CHAOS reports - the success/failure/challenged levels are roughly unchanged for many years, so are we really not learning anything?
To me, a project is only as successful as the stakeholders think it is! It does not matter if the project was couple of weeks late, or costed a bit more than the initial estimate (we're not prophets after all), or did not deliver every "i" and "t" - if the stakeholders are happy with the outcome the project is acclaimed as a success. If not, all the signatures in the world will not make people actually use it...
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1 reply by Antonio Gaspar
Nov 13, 2016 2:20 PM
Antonio Gaspar
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Very interesting George, the definition of "success" seams to be addressed farther than the 'iron triangle". As Denise Thompson mentioned in her webinar (Nov 1, 2016) instead of waiting for change, "...can we lead the change?" If we do, maybe we can anticipate and persuade on change and ultimately pave the way for customers to get their benefits.
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Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Was organizational change management part of the project scope or, at least, done alongside the project? If not, the end users may not have been prepared and ready for the product(s) issues from the project.
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1 reply by Antonio Gaspar
Nov 13, 2016 2:22 PM
Antonio Gaspar
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Good point Stephane, and if it isn't, shouldn't we bring it in to maximize chances of success?
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
We need to understand that customer satisfaction is about (usually) product quality. Product quality define the activities to perform about quality inside the project. That mean determines project quality. Project manager focus is project quality, not product quality. If we, as project manager, has been assure product quality because we have planned, executing, monitoring, control, close project quality activities is all we have to do. Saving Changes...
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