Introduction to Project Success
Project success is a hotly debated topic with a huge diversity of views. At SUKAD, we have a slightly different perspective than what commonly considered or accepted. We explain on this page.
Gaps in Practice: Perspective
There are gaps in common practice, which makes this topic important.
Some project management practitioners view project success from a narrow angle, such as from the perspective of a Service Provider or a technical project manager but not from the perspective of the Project Owner, which is the reason the project exists in the first place. Even the fifth edition of the PMBOK® Guide, which includes a definition of project success, addresses this topic from a narrow perspective. Comparing CAM2P™ to PMBOK® Guide on this topic is a lengthy discussion and we refer the reader to a blog article by the author on this subject.
Gaps in Practice: Success Criteria
Lack of success criteria is another gap in common practice.
During the authorization of the project, project and executive management should define and agree on the project success criteria in order to determine project success at the end.
It is common that some organizations ignore establishing success criteria, do not perform a proper definition of success, or do not communicate it to the project team. The threat here is with no criteria, how can an assessment of project success be done?
Establishing Success Criteria
This has been the topic of a substantial debate on LinkedIn that has been going on for a while. How to establish success criteria? This is a highly subjective topic since it varies from one industry to another, one organization to another, and even within the same organization from one division to another.
With CAM2P™, the added complexity is: do we have the criteria for all dimensions together or each dimension will have separate criterion? At this time, we are not suggesting criteria but we will in the future.
“A Guide to the Project Management Body of Knowledge (PMBOK® Guide) © 2013 Project Management Institute, Inc. All Rights Reserved.”