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PROJECT SUCCESS

PROJECT SUCCESS. WHAT IS IT?. PROJECT SUCCESS. QUESTIONS Define - Project Success Define - Project Management Success Can you achieve 1 but not the other ?. Project Success – Definition & Importance. “project success is a vague term”

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PROJECT SUCCESS

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  1. PROJECT SUCCESS • WHAT IS IT?

  2. PROJECT SUCCESS QUESTIONS • Define - Project Success • Define - Project Management Success • Can you achieve 1 but not the other ?

  3. Project Success – Definition & Importance • “project success is a vague term” • ‘project success is a topic which is frequently discussed and yet rarely agreed upon. The concept of project success has remained ambiguously defined. It is a concept which can mean so much to so many different people because of varying perceptions, and leads to disagreements about whether a project is successful or not” • Must agree success criteria at start - otherwise members travel in different directions & 1 or more of the will perceive project as failure ...

  4. Project Success – Project Objectives • Projects are formed to accomplish objectives. • Project has hierarchy of objectives - LFM

  5. how how how GOAL PURPOSE OUTPUTS INPUTS why why why

  6. Project Success – Project Objectives ProjectGoal • Strategic long term objective of project Project Purpose • Near-term effects on users by using outputs Project Outputs • Immediate deliverables . “ what the PM manages” Project Inputs & Activities • defined by schedule (time), budget (cost) & WBS (scope)

  7. LFM – Goal & Purpose Responsibilities • organisation's strategic plans are ‘given’. • Senior management in project-initiating organisation sets G & P. Ultimate responsible for link between G+P • Formulation of G&P - outside responsibility of PM, whose responsibility is production of outputs. • But PM must review appropriateness of link of G&P vs Output - scope management • PM must know owner’s strategic plans to appreciate G&P.

  8. LFM – Outputs & Inputs Responsibilities • PM responsible for producing output but determination of project purpose beyond their responsibility • So “projects end when they are delivered to the customer. That is the point at which project management ends. They do not consider the wider criteria which will affect the project once in use”

  9. Project Success - Two Concepts PROJECT MANAGEMENT SUCCESS • Focus on project process & accomplishment of TCQ • Also, manner in which PM process conducted. • PM has ultimate responsibility for PMS. • PMS relates to Outputs & Inputs PRODUCT SUCCESS • Deals with effects of the project’s final product. • Focuses on achievement of Goal and Purpose

  10. Linking LFM & Project Success • Project management success • relates to project outputs and project inputs • Product success • relates to project goal and project purpose.

  11. PRODUCT SUCCESS P M SUCCESS GOAL PURPOSE OUTPUTS INPUTS PROJECT SUCCESS

  12. Project Success – Stakeholder Satisfaction • PM = “application of knowledge, skills, tools & techniques to project activities in order to meet or exceed stakeholder needs and expectations (PMI) • Stakeholders = “individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion” • Product success & PM success - must meet stakeholders’ satisfaction where linked to these.

  13. Project Success – Stakeholder Satisfaction • PMI - “Project management team must identify stakeholders, determine their needs & expectations are, & manage & influence those expectations to ensure a successful project”. • “The triple constraint has been accepted wisdom throughout much of the profession for decade. In the past several years, however, this unholy trinity has frequently been joined to a fourth constraint - stakeholder satisfaction” (PMI, 1998).

  14. Project Management Success - Criteria • 3 key components: • meeting time, cost and performance objectives • quality of PM process. I.e. how project management process was conducted • satisfying stakeholders’ needs

  15. Project Management Success • 1. Time-Cost-Quality • Time - Success measured in terms of meeting the schedule • Cost - Success can be measured in terms of meeting the budget • Quality - Success can be measured in terms of conformance to functional and technical specifications ( I.e., “project must produce what it said it would produce” (PMI ).

  16. Project Management Success • 2. Quality of the Project Management Process • ISO 10006 provides guidance. Other examples : • anticipate all project requirements, sufficient resources & using these resources efficiently • deal with issues asap & keeping management informed • effective coordination & relations between stakeholders • minimum scope changes, no disturbance to organisation’s main flow of work • completeness of termination, absence of post-project problems, quality of post-audit analysis • Above: variables contributing to PMS rather than measures of PMS itself ?

  17. Project Management Success • 3. Stakeholder Satisfaction • PMS entails satisfying stakeholders’ needs where they relate to the PM process. • Key stakeholders - client & project team

  18. Product Success - 3 Components • meeting project owner's strategic organisational objectives (Project Goal) • satisfaction of users’ needs (Project Purpose) • satisfaction of stakeholders' needs where they relate to the product

  19. Product Success - 1. Project Goal • Product success = achieving project goal = project support enterprise’s mission • Organisations select projects to meet strategic plans eg profitability, market share or technological advancement. • Product success measured against criteria used to select project. • Project definition & quality of decision-making to select appropriate project is critical

  20. Product Success - 2. Project Purpose • project’s product must have fitness for use - “product or service produced must satisfy real needs” (PMI).

  21. Product Success - 3. Stakeholder Satisfaction • key stakeholder - customer/user • Research - PMs consider project customers to be the most important stakeholders. • PMI & ISO - in trying to satisfy conflicting needs & expectations of stakeholders, differences should be resolved in favour of the customer. • Customer satisfaction = satisfies needs of intended use • converting implied needs into stated needs is part of scope management (PMI)

  22. Product Success & PM Success - Contrasts • Product vs. Process • PS deals with product, PMS with process. • One can succeed – and fail! • Can have PMS but product failure, & vice versa • PMS is subordinate to PS • ‘fitness for use’ objective of PS is of higher order than’conformance to requirements’ focus of PMS • PMS influences PS • PM may dentify unfeasible project • Poor PM in terms of cost/time may result in product failure eg no profitability or market share. • meeting deadlines adds to competitiveness of product

  23. Product Success & PM Success - Contrasts • Different Time Horizons • PS • judged once product has been utilised. • Can be many years, orientated towards life of product • can be short time, when project delivered & product used • PMS • TCQ judged on completion of project. • Quality of process & needs of team - judged throughout project.

  24. Project Success Criteria - Characteristics • Success has ‘hard’ & ‘soft ‘ dimensions • Some success criteria are 'hard'. i.e., objective, measurable. Eg TCQ • 'soft' success criteria - happiness, job satisfaction, enhanced reputation, attention to detail. Subjective, subtle, difficult to evaluate. • Success is perceived • each stakeholder has own particular subjective perception of success • project success for 1, is disaster for another Success

  25. Project Success Criteria - Characteristics • Criteria must be prioritised • Success criteria can conflict • trade-offs agreed before project started • attention focused on important stakeholders • Success is not always manageable • PM should be able to control TCQ but stakeholder satisfaction may be beyond their control. • Success may be partial • projects can be measured in varying degrees of success. • may not always be seen as completely successful or complete failure

  26. Project Success - Stakeholders • QUESTION • What might the success criteria for the following stakeholders: • Project Client • Team members • Community Groups

  27. Stakeholders - Top Management • Greatest emphasis on project at completion & beyond • Product Success eg • project was profitable with minimum risk • project contributed to ability to compete in market • project complemented a strength • project strengthened technical competence • Project Management Success: • Project did not overuse scarce resources. • Project did not disrupt effectiveness of organisation • Project avoided deep involvement of top management • All project stakeholders are happy

  28. Stakeholders - Customer/User • Product/PM Success - • Project produced output that satisfied needs • Project was on time and within budget • Project provided continuous information on progress

  29. Stakeholders - PM & Team • project completed on time, to budget, & meets performance specifications, • satisfy everyone & recognised for their efforts • Project advanced their career objectives • Team members were adequately rewarded • Project provided real challenges • project was enjoyable • Project provided future contacts

  30. Stakeholders - Third Parties Community Participants • groups or individuals affected by project • e.g., political, social, environmental religious, • success: • benefit to community; • minimising impact on community; • stop, delay or change te project;

  31. Project Success Criteria – Different Industries

  32. Project Success QUESTION • What factors might facilitate or hinder the achievement of project management success ?

  33. Factors that Deliver Project Success Communication • effective communication within team & to all parties. Understanding the project • Team must know exactly what is expected of them. • clearly defined project goal and purpose • involve key people in planning eg team, management, PM authority • clear & sufficient for decisions at project level. project team support & problem-solving abilities • responsive when problems arise. Can handle crises

  34. Factors that Deliver Project Success commitment of project team. • by appropriate motivational approaches. accurate and realistic initial cost and time estimates adequate project team capability • available technology & expertise. PM = right person adequate planning and control effort • e.g., plans, review processes; integration of TCP processes; control of scope changes. • Top Management Support & Involvement • Convey support, provide resources and authority User Acceptance • clients contacted about usefulness of project

  35. ranking of project success factors for IT projects.

  36. PROJECT SUCCESS - Summary • PM Success • meeting time, cost and performance objectives • quality of PM process. I.e. how PM process conducted • satisfying stakeholders’ needs • Product Success • meeting project owner's strategic organisational objectives (Project Goal) • satisfaction of users’ needs (Project Purpose) • satisfaction of stakeholders' needs where they relate to the product

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