Tag Archives: Project Success

Imagine a World Where All Projects Succeed

PM ChangeAgent Commentary by Stacy Goff.
trophyI have used this article’s title as my kick-off phrase at a half-dozen project-related keynotes and presentations over the last few years. Most audiences immediately “lean into” the thought, and its ramifications. For example, in Moscow, Hong Kong, Beijing, Tianjin, Brussels, and in the USA, my audiences immediately took notice, became engaged, and were eager to hear more.

This August (2015) was the first exception I’ve had to that typical reaction: As I voiced the introductory statement, I immediately detected disbelief among many in my audience. This was at one of the USA’s best PM Symposiums: I think this is one of the best because of the high-level audiences, the speaker selection process, and excellent event organization.

When I sensed this audience’s disbelief, I immediately asked the question, “How many think this (for all projects to succeed) is even possible?” Less than a quarter raised their hands. So I launched into an extended introduction, pointing out that …

  • Project managers cannot improve project (and business) success just by working harder. Most of us are already working our hearts out;
  • Nor can we improve performance by sending people to still more training;
  • Our team members? They are not only committed to our projects—they are over-committed;
  • And our stakeholders? They are engaged, and expect us to continue to make miracles happen.

No, (I asserted) it is our layers of managers, from first-level to the executive suite, who hold the keys to higher levels of success. And (I said), the purpose of this presentation is to identify seven key insights that can help our organizations to improve PM performance—and business success. The paper that supports that presentation is posted at the IPMA-USA website; but the purpose of this article is to further explore this question of disbelief. Continue reading

More on Project Success

PM Certification commentary by William Duncan, IPMA-USA Certification Director.

A slightly edited version of a recent LinkedIn post … this all started with a question that asked, “is scope, cost, and schedule enough to determine ‘project success.'” I responded with my usual position that “project success” is not an absolute, and that there were two dimensions to project success: project management success and product success. A couple of others continued to suggest using “project success” as the term for what I call “project management success.”

My most recent comment follows ..’

We’re close … my problem with “project success” is that the users/ owners/ clients/ customers/ sponsors for most projects could care less about how well managed the project was. They want their “thing” so that they can start using it to benefit the business. If we talk about “project success,” they are not going to understand us because the “project” to them is the “thing.”

In your shed examples [one built by hand and another built by a subcontractor], I disagree that different criteria are needed to measure project management success. For example, in both cases, we must select at least one measure of schedule success. There are many options:
— Delivery no later than the initial agreed date.
— Delivery within one week of the initial agreed date.
— Delivery at least one day before the delivery of the stuff going into the shed.
— Delivery no later than the final agreed date as adjusted due to scope changes.

One of these (or some other variant) would be agreed at the start. Once the criteria are agreed, it’s up to me as the PM to decide whether I should build the shed myself or contract it out.

Based on the success criteria, if you are a competent project manager, you may decide to include a contingency for a subcontractor’s heart attack. But if I’m the sponsor, I am not going to assess every decision you make: I am going to evaluate the results. Can you meet the schedule success criteria without being a good PM? Yes. Can you meet all of the PM success criteria without being a good PM? Unlikely without a co-dependent sponsor.

If you decide to manufacture the shed in bulk … that is a completely different endeavor with no relationship to the first one. The development of the product road map, design variants, and the rest is a project. The implementation of those plans is, indeed, product management and (as I have said from the beginning) has different success criteria. The product planning could have been part of the initial scope (with the first shed being a prototype), and we would still need separate sets of criteria for assessing the project management results and the product results.

But even without the bulk manufacturing … there are product/ benefit/ outcome criteria for the initial shed. The specs neglected to specify which model tractor, so the designer made an assumption, and the client signed off. Now the tractor is delivered, and it doesn’t fit. The shed is not fit for use (the “product” is a partial failure) despite the fact that it was well-managed.

One final repeat: the Project Manager is NOT responsible for delivering the product results. Just for being aware of what they are and doing their best to make sure that the project management success criteria support them.

Your Comments?

Exploring Success Factors and Measures; 2 of 2

PM Commentary by Stacy Goff

This is part two of our two-part post on Success Factors and Measures. Two independent events last month (an interview for a magazine article and a webinar) resonated around a frequently-discussed, but often disputed topic: What is project success, and how do you achieve it? The events covered two aspects of project success, the Success Factors (that lead to project success) and the Success Measures (used to evaluate success). This posting covers the Success Measures.

The Success Measures
Tim Jaques and Frank Salidis ran the latest webinar in the IPMA-USA 2010 Dialogue series the first week of July. The topic was Perspectives on Project Success: Excellence in Project Management. The well-presented and discussed Dialogue was excellent, but there is much more to the topic than an hour’s time. Some of the key points included the fact that the Triple Constraint is merely a project measure, and is certainly not as important to the end-user as such hard-to-measure items as customer satisfaction.

Other points included discussions about tangible and intangible value, including Return On Investment, Stakeholder satisfaction (beyond customers), and even enhanced PM intelligence. Perceived failures, at least according to project measures, may be successes by the time of product measurement. A key example provided was the Sydney Opera House. The distinction made: Project outputs versus project outcomes Continue reading

Exploring Success Factors and Measures; 1 of 2

PM Commentary by Stacy Goff

The last month brought us two interesting media events, an interview for a CIO magazine article and an IPMA-USA Dialogue webinar. Both covered key aspects of project success. Though independent events, both showed synchronicity around a frequently-discussed, but often disputed topic: What is success, and how do you achieve and measure it? The events covered two aspects of project success, the Success Factors (that lead to success) and the Success Measures (used to evaluate success). This first of two postings covers the Success Factors.

The Success Factors
Success Factors, also called Critical Success Factors (CSFs), are the activities or factors in a project that are essential for it to meet its goals and expectations. They are enablers of success. We recently participated in an interview for the CIO magazine article, IT Project Management: 10 Less-Considered Keys to Success. The article explored comments in a discussion at the magazine’s CIO Forum LinkedIn group (access only with approval). The lively discussion revolved around the most important, but least-well-known Success Factors, or inputs, for a successful IT project.

The first-mentioned Success Factor was (drumroll, please) A Clear Definition of Success. And, while the forum and article are targeted to CIOs and Information Technology projects, most of the comments apply to most project types, in any industry. One participant commented that too often success is based merely on elements of the “triple constraint”. He commented that project teams need to understand the expected value proposition of the project—and then achieve it. Continue reading