One of my project managers planned and estimated and executed a
feasibility/prototype project - in other words, his project was to
actually only execute a segment of the work to prove whether or not
we could use our technology successfully. If it showed success, the
next step would have to been to continue to Phase 2 and actually
implement a large project to use the technology and create an
application. As it turned out, our prototyping proved unsuccessful -
therefore the PM stopped the project. He said he was successful
because he set out to do a prototype to wisely examine whether or
not a full scale effort was feasible based on the results of his
prototype project and he accomplished just that.
Problem is, there are folks who say this was an actual project
failure as a significant amount of money was spent to prove this in
the feasibility study/prototype project.
My question is: what is the criteria/guideline that says whether or
not a feasibility study/prototype project is successful and is a
good idea if afterwards, it helps you decide if continuing is a
waste of money? Is there something that says if you spend 30% or
your total estimated project budget on the feasibility study and can
provie its a good idea or not, then its succesful. But spending
more than 30% is a failure?
Other than the Decision Tree - that weighs and incorporates the
risks and costs/rewards of each logical path of decisions...can
anyone provide any other guidelines?
Any insight is much appreciated...
Saving Changes...
Andrew CotterellTransformation Manager| World Intellectual Property OrganisationGeneva, Switzerland
If the stated objective of the feasibility project was to determine whether or not it was sensible to proceed with the remainder of the project, then your PM did his job correctly. If the budget was also agreed in advance then no-one has any grounds for complaint. Anyone within your organisation who feels that too much time or money was spent should take it up with the project sponsor, or whoever gave approval for the project, rather than directing blame at the PM.
Having said all that, a significant part of the PM's job is management of expectations. It sounds like this is one area in which your PM may have been less than successful. Saving Changes...
"The most exciting phrase to hear in science, the one that heralds new discoveries, is not Eureka! (I found it!) but rather, 'hmm.... that's funny...'"
