Project Success Criteria: Realistic Expectations for Optimal Results
- from ITtoolkit.com
No project begins with the expecation that it will
        			fail. Obviously, we all seek as much success as time and
        			circumstances will allow (and maybe even more than that). But, just
        			what is project success and can it really be achieved without
        			defined criteria, shared expectations and tangible consensus? Read
        			on to find the answers.
What is Project Success?
Unfortunately, there is no easy answer to this questions. 
        			The best answer may very well be “it all depends”.  At the
        			broadest level,  success is a measurement of timeliness,
        			budget utilization, and the extent to which the primary project
        			needs were met.  Is the project on time?  If
        			so, that is success.  Is the project within budget?  If
        			so, that is success.  Are the project results as planned and
        			required?  If so, that is success.  But there’s more
        			to it.
This all sounds simple, but of course, the devil is in the
        			details.  It may seem counterintuitive, but it is possible that
        			your project could hit on all cylinders (time, money and results)
        			and still not be considered a success.  Unfair?  Sure. 
        			Reality?  Also sure.  And it’s all because projects
        			involve people – and people bring subjectivity to what otherwise
        			should be a purely objective calculation.
To cope with the quirks of project success, project managers must
        			understand and accept the dualities involved, and work to ensure
        			that “all-inclusive” success criteria are properly defined before
        			work begins. Stakeholders must be included in this process to
        			ensure shared expectations and acceptance of the key operating premise –
        			that
        			success exists at many levels, and that any single outcome (positive
        			or negative) may not be globally determinative.   That’s
        			the way to make success possible (and probable)!
Taking the First Step: Inclusive Success Criteria
How does it work?  Success subjectivity is
        			minimized through the use of pre-defined success criteria, so that
        			success can be quantified before work begins.  Everyone will
        			know what they are working towards, and when the time comes to
        			measure success, established benchmarks will be available.  To
        			address the uncertainty that subjective bias, interests and
        			influences will bring, related “success criteria” should be defined
        			in the most inclusive way possible, accounting for all primary
        			variations in perspectives and dimensions:
- 
Was the outcome successful considering the initial needs and 
 how well it was met? This is the measurement of
 deliverables success.
- 
Was the project managed in a successful way considering how 
 well it was organized, structured and executed, including
 timeliness, cost control, effectiveness of the project plan, and
 adherence to established project management standards?
 This is the measurement of process success.
- 
Did the “human element” perform successfully considering stakeholder engagement, 
 teamwork, collaboration, communication and cooperation? This is
 the measurement of performance success.
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Making Success Criteria Realistic and Relevant
To ensure that established success criteria are suitably realistic,
        			criteria development must follow the “define, align and approve” paradigm.
        			In short, success criteria must be suitably specified in measureable
        			terms, they must be aligned to project needs and constraints, and must
        			be approved by all decision making stakeholders.
#1 Success Criteria Must be Specifically Stated
- Success criteria must be stated in specific terms tied
 to the execution of the project management process, project
 tasks and related deliverables (as expressed in the Project
 Statement of Work and Governance Plans).
 Specifically stated success criteria can be readily recognized
 and measured – which is the whole point. Example:
 “Success = Completion by the end of the 4th quarter”.
#2 Success Criteria Must Be Sufficiently “Aligned”
- Success criteria must be sufficiently aligned with the
 project vision, scope and work effort, considering the overall
 purpose, benefits to be realized, performing organization
 capabilities, priorities, risks, and related operational
 constraints. Example: “Success = 5% reduction in
 problem reports relating to remote access”.
#3 Success Criteria Must Be Appropriately Developed
- Success criteria must be developed and defined using a
 structured, collaborative
 process, whereby all decision making stakeholders have the
 opportunity to provide input, challenge
 assumptions, negotiate
 and provide authorizing acceptance. Example:
 Project stakeholders should be selected for a “success criteria”
 committee. This committee can be tasked with proposing initial
 criteria, soliciting feedback, organizing all input, and creating
 finalized results. The committee should be given a specific
 timeframe for performing these tasks and producing viable end
 results.
Measure Success: Pass, Fail or Something in Between
At the end of a project, success criteria can be used as basis for
        			evaluating project performance. And, if you looked at success from a
        			single perspective, you would miss important indicators for future performance
        			improvements.  As you go through your
        			post-project review, you can use your success criteria as a benchmark
        			for evaluating overall project performance:
- Were success criteria met?
- If the answer is yes, how was that accomplished, and how can
 we ensure repetition?
- If the answer is no, why did we fail to meet our success criteria?
- Which criteria did we fail to meet?
- Why did each failure occur?
- Were the success criteria realistic and attainable?
- What improvements can be made in the future to the way we plan
 deliverables, execute projects or utilize project staff resources?
As we have previously discussed, projects can succeed
        			or fail on any number of levels, and can still be considered a success
        			if overall priorities and objectives are met. But that does not mean
        			that there is no further room for improvement.
CHECK OUT THE FAST TRACK PROJECT TOOLKIT.
If you’re looking for a fast, easy way to achieve project planning success, you’ll find it inside
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					 a project leader and fast tracking expert.  Here’s what you’ll learn:
- 
How to plan and govern projects using strategic project fast tracking. 
- 
How to use strategic project fast tracking to save time and make the most of available resources. 
- 
How to use strategic fast tracking to overcome project constraints and limitations. 
- 
How to use strategic fast tracking to negotiate with stakeholders and build shared expectations. 
- 
How to use strategic fast tracking to become a more productive project manager and team member. 
Source: Unless noted otherwise, all content is created by and/or for ITtoolkit.com
                  
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ITtoolkit.com staff writers have experience working for some of the largest corporations, in various positions including marketing,
                      	 systems engineering, help desk support, web and application development, and IT management.
ITtoolkit.com is part of Right Track Associates, proprietors and publishers of multiple web sites including ITtoolkit.com, Fast Track Manage, HOA Board List and more.
                        We started ITtoolkit.com in 2001 and have continued to grow our web site portfolio, Toolkit products, and related data services.
                        To learn more, visit us at Right Track Associates.
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