To better understand why I am saying this, we’ll first have to understand what I mean by failure. Most people understand the basic premise that project management success consists of two things: a successful outcome, and a successful journey towards reaching that outcome. If we could even get project managers to focus on only those two elements, I think we’d be improving our overall success rates and the perception of the profession in the business world. However, many project managers think about project management success as consisting of having a good plan, and following that plan, while staying on time, within budget, and with acceptable quality. I agree that for many projects, doing those things alone would be a huge improvement and may, in fact, be very difficult to achieve.
I have a more mature view of project management success, however, one that considers many factors:
- Product Success – Does the product or service produced by the project meet the functional and performance expectations of the project sponsor? Does it satisfy all of the key needs and has it been launched in a way that ensures a smooth transition with all applicable support structures in place?
- Project Success – Does the project stick to the costs and timelines outlined in the business case? Did the project capitalize on opportunities for improving the business case through discovering and applying innovative approaches, optimizing processes to maximize the delivery of business value, and adhering to the technical, procedural, and other constraints?
- Relationship Success – During the course of project delivery, did the project manager maintain a good relationship with the project sponsor and extended list of project stakeholders? It is no good to deliver a good project on time and on budget while building animosity with the sponsor and stakeholders during the process.
- Project Team Success – Were the task assignments, work locations, and other decisions made with the needs and preferences of the project team in mind? Was the project managed in a way that allowed for some work-life balance for team members? Were work hours reasonable? Did team members have a say in how their work was estimated and planned?
Taking these last two factors into account significantly broadens the scope of a project manager’s domain of responsibility. You cannot say that project management was successful if the team was burned out and demoralized, or if the project sponsor was angered so much that he or she won’t work with the project manager again. One really needs to consider these additional success factors when planning a project.
Now that you understand my broad view of project management success, you’ll better be able to understand my earlier comment that most project managers fail – they just aren’t thinking broadly enough. Most project management texts that I’ve read don’t go into this level of detail – even the PMBok Guide published by the Project Management Institute does not define either project success or project management success, though it does say that project objectives must include at least cost, schedule and quality elements. So, it’s no wonder that there is some confusion over what elements should be included.
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