But first here is a brief reminder of some of the key statements.
|
Project success must be measured against agreed success criteria. The baselines
seldom represent real success.
|
|
— Bill Duncan
|
|
If there is a feeling in the organization that the project was not a success,
even if it delivered everything expected and defined — then it was not a
success.
|
|
— Spyros Lecouras
|
|
Note that PMBOK does not talk about "project management" success. It explicitly
talks about project success.
|
|
— Matthew Weaver
|
|
I define project success simply as the customer saying 'It does what I wanted.
I got it on time and at the cost I said I'd pay for it'.
|
|
— Geoff W.
|
|
Remember, the Project is a Temporary Endeavour. It may have a long History
and a long Future, but both of these are excluded from the project.
|
|
— Kailash Kant
|
|
Success is achieving an agreed upon set of outcomes. End game success may look
different from what was initially proposed. The definition of "success" may change
over the course of a project for a variety of reasons.
|
|
— Mark Moore
|
|
The PMBoK is about project management, not product management. It is extremely
difficult to predict cost and schedule when key aspects of scope are only discovered
long after the initial planning.
My projects have run the gamut of working very closely with the end customers/users
to having little of noting to do with them. It all depended on the products and
the organizational structure.
|
|
— Vince McGevna
|
|
The management and executives of most organizations tend not to make a distinction
between the project and the product (this is especially true for organizations
that are not mature with respect to project management). So it is not unusual
for a "successful" project to be labeled as "unsuccessful" if the end product
turns out to be not as effective as anticipated for reasons beyond the scope of
the project.
It's all about how our projects are defined. A properly defined project must have
a clear and specific completion point with which all involved parties agree.
|
|
— Larry Moore
|
|
If, upon completion of the project, all of the critical success factors have
been met, the project is successful; there is no quibbling about this and the
matter is settled.
|
|
— Larry Moore
|
|
A project manager doesn't always have the influence to dictate the best product
all they can do is get the most out of whatever it is.
|
|
— Ray Funck
|
PART 3
