How to Business Project Management Success ?

Hi friends, 

You can see how to your project management success.The classic criterion from practice is a measure of the immediate performance of a project against its main design parameters—schedule (time), budget (cost), scope, and/or quality—which the literature tends to call a measure of project management success. This definition was already established in the earliest discussion of projects in the management. 

 

Gaddis (1959) defined a project as “an organization unit dedicated to the attainment of a goal—generally the successful completion of a developmental product on time, within budget, and in conformance with predetermined performance specifications” (p. 98). 

In the three-element form, this criterion is variously called the triple constraint, iron triangle, or three-legged stool of project management. Other variants include all four elements as the project diamond or four-legged stool. Scope is less clearly defined than time or cost, referring to the extent to which the main deliverable was completed against specification or whether all intended activities and phases of the project were completed. Quality is often assessed, post hoc, against established industry or subjective criteria. 

The conventional approach is that an assessment of performance is made in a post project review based on whether the project was completed “on time, within budget and to specification.” If each was achieved within a narrow range of tolerance then the project is deemed a success. This criterion is of particular interest to stakeholders with vested interests in the project vehicle itself, such as the project manager, project team, and project governance stakeholders. 

This classic criterion remains the most widely used measure of project success. Its main value is in offering a simple, direct measure of performance of a project and the project management expertise applied to complete the project within the bounds of the most immediate design parameters (time, cost, and scope). However, it has major limitations. 

Most critically, it focuses on the means rather than the ends of the investment from the organizational perspective. It takes limited or no account (depending on how scope is defined and measured) of whether the main project deliverable fulfilled the purpose for which it was intended and whether the objectives of the project’s investors were achieved. For example, it is not unusual, especially in IS projects, for a project that is late, over budget and/or under-delivered against specifications to be declared a success, because it still delivered a benefit to the client/users and/or to the investing business. This suggests the need for two additional success criteria: measures of project deliverable or product success and business success.