Towards year-end, all successful individuals/ organizations will have a reflection on how they performed in 2013. Subsequently, they can plan how to increase/ elevate their success to new height in 2014.
Back to project management, the usual success statements are on-time, on-budget and within scope. These three are often used because they are easy to measure. And, this is how a project be profitable.
On the flip side of this success definition:-
Critical Success Factors outlined by Pinto & Slevin provides holistic overview on project success.
All these factors are good on paper. Without proper quantification, they serve no purpose in project benchmarking. Next article we will share a way to translate qualitative inputs into numbers.
Till then, have fun reflecting now.
Back to project management, the usual success statements are on-time, on-budget and within scope. These three are often used because they are easy to measure. And, this is how a project be profitable.
On the flip side of this success definition:-
- Can a project deemed as a failure despite it met three criteria above?
- Can a project gauged as a success when it burst the time, budget and scope?
Critical Success Factors outlined by Pinto & Slevin provides holistic overview on project success.
- Project Mission - Initial clearly defined goals and general directions.
- Top Management Support - Willingness of top management to provide the necessary resources and authority/ power for project success.
- Project Schedule/ Plan - A detailed specification of the individual actions steps for project implementation.
- Client Consultation - Communication, consultation, and active listening to al impacted parties.
- Personnel - Recruitment, selection, and training of the necessary personnel for the project team.
- Technical Tasks - Availability of the required technology and expertise to accomplish the specific technical action steps.
- Client Acceptance - The act of "selling" the final project to its ultimate intended users.
- Monitoring and Feedback - Timely provision of comprehensive control information at each stage in the implementation process.
- Communication - The provision of an appropriate network and necessary data to all key actors in the project implementation.
- Troubleshooting - Ability to handle unexpected crises and deviations from plan.
All these factors are good on paper. Without proper quantification, they serve no purpose in project benchmarking. Next article we will share a way to translate qualitative inputs into numbers.
Till then, have fun reflecting now.
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