Comments on: Defining Real Project Success http://www.pmhut.com/defining-real-project-success Tue, 22 May 2012 17:55:59 +0000 http://wordpress.org/?v=abc hourly 1 By: Paul Galaspie http://www.pmhut.com/defining-real-project-success/comment-page-1#comment-9994 Paul Galaspie Thu, 15 Oct 2009 13:36:08 +0000 http://www.pmhut.com/?p=3704#comment-9994 Ashish it would be difficult to offer you completely targeted advice regarding your two questions, but my thoughts on transforming a blame game culture into a unified, performing and continually improving culture. A "blame game" culture lacks leadership and unification. As suggested in the article, Top Management Support (I would go a step further and say Enlightened Top Management Support) must be capable of, and successful in bringing disparate groups and their competing priorities together. Bridge building, team building, inspired communication and decision making skills are critical leadership qualities during such an endeavor. Practical skills in outlining success dimensions, surfacing obstacles and problems hindering achievement, and the ability to develop a unified and agreed upon action plan are also necessary when it comes to "getting it done". Find this support and skillset within your organization and you've got a solid start. Good luck. Ashish it would be difficult to offer you completely targeted advice regarding your two questions, but my thoughts on transforming a blame game culture into a unified, performing and continually improving culture.

A “blame game” culture lacks leadership and unification. As suggested in the article, Top Management Support (I would go a step further and say Enlightened Top Management Support) must be capable of, and successful in bringing disparate groups and their competing priorities together.

Bridge building, team building, inspired communication and decision making skills are critical leadership qualities during such an endeavor.

Practical skills in outlining success dimensions, surfacing obstacles and problems hindering achievement, and the ability to develop a unified and agreed upon action plan are also necessary when it comes to “getting it done”. Find this support and skillset within your organization and you’ve got a solid start.

Good luck.

]]> By: Ashish Sankhala http://www.pmhut.com/defining-real-project-success/comment-page-1#comment-8973 Ashish Sankhala Thu, 10 Sep 2009 11:28:55 +0000 http://www.pmhut.com/?p=3704#comment-8973 We have seen couple of Projects where we have acheived the Project Management success but the project failed in business. This is basically due to fact that when the project was started there was not a deep analysis about the market and the requirements(scope) of the project. As mentioned by the author it's really very necessary to have "The act of defining success and measuring success in a consistent way and it's part of improvement driven culture". There are many examples where this process becomes a blame game and it leads to Project failure. I personally feel that by adapting this approach all are working in Integrated mode and everyone is working for project success but not the individual success. What are your recommandation if we are in blame game situation and the stakeholders are working for their success but the Project is leading to failure or How we can get the Top Management Support and basically explain them the imporance of consistenet measurement of project success. We have seen couple of Projects where we have acheived the Project Management success but the project failed in business. This is basically due to fact that when the project was started there was not a deep analysis about the market and the requirements(scope) of the project.
As mentioned by the author it’s really very necessary to have “The act of defining success and measuring success in a consistent way and it’s part of improvement driven culture”. There are many examples where this process becomes a blame game and it leads to Project failure.
I personally feel that by adapting this approach all are working in Integrated mode and everyone is working for project success but not the individual success.

What are your recommandation if we are in blame game situation and the stakeholders are working for their success but the Project is leading to failure or How we can get the Top Management Support and basically explain them the imporance of consistenet measurement of project success.

]]> By: PM Hut http://www.pmhut.com/defining-real-project-success/comment-page-1#comment-8959 PM Hut Wed, 09 Sep 2009 19:35:59 +0000 http://www.pmhut.com/?p=3704#comment-8959 Hi Kate, I think that's exactly Lynda's point: Project Success is totally different than Project Management Success. The success of a project is usually determined by its viability in the market, while Project Management success, is being on time, on schedule, and on scope. There are many cases where the project was successful from a Project Management point's of view, but a complete failure from a business point of view (the Iridium project), or vice versa (such as the Sydney Opera House). It is the Project Manager's responsibility to make sure that the project is delivered, but I'm not sure it's his/her responsibility to make sure that the project is commercially successful. Hi Kate,

I think that’s exactly Lynda’s point: Project Success is totally different than Project Management Success. The success of a project is usually determined by its viability in the market, while Project Management success, is being on time, on schedule, and on scope. There are many cases where the project was successful from a Project Management point’s of view, but a complete failure from a business point of view (the Iridium project), or vice versa (such as the Sydney Opera House).

It is the Project Manager’s responsibility to make sure that the project is delivered, but I’m not sure it’s his/her responsibility to make sure that the project is commercially successful.

]]> By: Kate Belzer http://www.pmhut.com/defining-real-project-success/comment-page-1#comment-8958 Kate Belzer Wed, 09 Sep 2009 18:30:12 +0000 http://www.pmhut.com/?p=3704#comment-8958 Interesting that you would separate the definition of success into 3 parts and that the project management success is measured separately from the business and technology success. Are you suggesting that a project manager can be successful in an effort that fails to dliever business value? I agree that focusing on project delivery is appropriate - what role in a project is accountable for successful delivery, isn't it the project manager? Interesting that you would separate the definition of success into 3 parts and that the project management success is measured separately from the business and technology success. Are you suggesting that a project manager can be successful in an effort that fails to dliever business value?
I agree that focusing on project delivery is appropriate - what role in a project is accountable for successful delivery, isn’t it the project manager?

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