Editor's Note:
As we noted in Part 1 of this series, the following
extracts are intended to capture and summarize the most valuable ideas presented
in the conversation on LinkedIn between February 17 and May 9, 2014.
To keep the summary manageable, we have again chosen only a limited number of
the participants based on our view of their most perceptive comments. We would
remind readers that these people are those practicing experts that we feel most
likely to represent the millions of opinions available on the Internet.
In Part 1 of this series, discussion participants focused
on what standards publications had to say about Project Success. In this Part
2, the discussion attempted to focus on clarifying the question.
Introduction - Recap
Matthew Weaver, PMP, CSM, ITIL[1] started
off the LinkedIn conversation with the question:
"How do you define project success?"
Matthew then followed his own question with this observation:
While I realize this is a recurring topic,[2]
I note this morning as I work through the PMBOK[3]
5th edition, that they have added a new section "Project Success" (page 35)
that clarifies rather succinctly the definition of project success and the project
manager's role in it:
"Success of the project should be measured in terms of completing the project
within the constraints of scope, time, cost, quality, resources, and risks as
approved between the project managers [sic] and senior management."
Later, the PMBOK authors write:
"Project success should be referred to the last baselines approved by the authorized
stakeholders."
1. For more
information about Matthew Weaver and his work, visit his web site at www.ProjectWeavers.com.
You can reach him by Email at Info@ProjectWeavers.com,
or call toll free (855) 871-9246 (USA)
2. In fact if you do a Google search for "Project Success" you
are likely to get over five million responses and if you search with "Defining
Project Success" you could get around eleven million responses. These figures
suggest that either the subject has been worn to death or there is a lot of room
for differences of opinion and hence that the answer to the question is far from
precise.
3. PMBOK® stands for the Project Management Institute's A
Guide to the Project Management Body of Knowledge (PMBOK® Guide) Now in its
5th edition, Pennsylvania, 2013.
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PART 1
