The Variables for Success

Chapter 5
 Predicting Project Success

• Project success is measured by actions of;

- Project manager & team,
- The parent organization,
- Customer’s organization,
 Actions by Project Manager & Team
• Select key team members,
• Develop commitment,
• Seek sufficient authority,
• Coordinate and maintain good relationship,
• Enhance the public’s image of the project,
• Develop realistic cost, schedule & performance
goals,
• Have back up strategies,
• Keep change under control, etc
 Actions by The Parent Organization
• Select a project manager early,
• Develop clear guidelines for the PM,
• Delegate sufficient authority for the PM,
• Demonstrate commitment to the project,
• Develop and maintain short and informal lines of
communication,
• Avoid excessive pressure on PM,
• Develop close relationship with PM, etc
 Actions by Customer’s Organization
• Minimize team meetings,
• Making rapid responses to information requests,
• Coordinate efforts,
• Establishment of specific goals,
• Well established procedures for changes,
• Prompt and accurate communications, etc
Fundamental Lessons for Management

• When starting off in PM, plan to go all the way,

• Match the right people with the right jobs,
• Allow adequate time & effort for laying out the
project groundwork,
• Be sure information flow is realistic,
• Be willing to re-plan,
• Tie responsibility, performance & reward,
• Long before project ends, plan for its end,
Major Causes for Failure of Project Management

• Selection of a concept that is not

applicable,
• Selection of wrong person as PM,
• Upper management that is not supportive,
• Inadequately defined tasks,
• Misused management techniques,
• Project termination that is not planned,
 Expectations
Top management expects PMs to;
• Assume total accountability for the success/failure
to provide results,
• Provide effective reports and information,
• Provide minimum organizational disruption during
the execution of a project,
• Present recommendations, not just alternatives,
• Have the capacity to handle most interpersonal
problems,
• Demonstrate a self starting capacity,
PM expects top management to:
• Provide clearly defined decision channels,
• Take action on requests,
• Assist in conflict resolution,
• Provide feedback,
• Define expectations clearly,
• Provide the opportunity for personal &
professional growth, etc
Project team expects the PM to:
• Assist in the problem solving process,
• Provide proper direction & leadership,
• Provide a relaxed environment,
• Stimulate the group process,
• Reduce conflicts,
• Resist changes,
• Defend the team against outside
pressure, etc
PM expects the project team to:
• Demonstrate membership self development,
• Communicate effectively,
• Be committed to the project,
• Be results oriented,
• Be change oriented,
• Interface effectively & with high morale, etc
 Lessons learned

• Learned from each & every project,

• Learned from successful/failure project,
• Documenting lessons,
• Can be favorable or unfavorable,
 Understanding Best Practices
• Intellectual property to benefit the firm,
• Lead to sustained competitive advantage,
• If not publicized the best practices, firms
should;
–Share knowledge internally only,
–Hide from all but a selected few,
–Advertise to customers,
• Levels of best practices;
- Professional standards,
- Industry specific,
- Company specific,
- Project specific,
- Individual,
• Best practice library,
The End