What makes a successful project?

[techno]

It's all about management of expectations. Disappoint early and often then they won't be so shocked at the end.

quality post

[techno]

A successful project is nailing what the customer actually wants....

Or better still, nail the customer to the door..... Mitch are you free, I have a job for you...

[BrowneIssue]

Getting a signed timesheet every week, for lots and lots of weeks.

Really, nothing else matters.

[TykeMerc]

Getting a signed timesheet every week, for lots and lots of weeks.

Really, nothing else matters.

Quite hard to fault that argument really apart from a paid invoice to match each timesheet being slightly better.

[MPwannadecentincome]

Dependent entirely on your point of view and role within said project.

Exactly - and most of the points of view expressed so far are a contractors point of view or an IT dept's point of view.

What really defines success is:
* were the business objectives met - assuming some measureable ones were set
* does the system work, is it usable, is it fit for purpose
* etc

So an interesting question, probably posted in the wrong forum

[Svalbaard]

OK so you have "risk identfication" in your list and that is all well and good when you are doing the initial legwork. But our little project here may go a liitle awry if we don't review and revise the entire risk profile at regular intervals. So can I suggest we change it to "management of risks"?

Other things you may want to consider that may seem obvious, but that I've seen overlooked on many an occasion from client co and PM:

1. Employ a project manager with experience of delivering what the project is delivering - a PRINCE2 certificate a project manager does not make.

2. Lead your project with an upbeat and positive attitude.

3. Get up from behind your desk and walk the floor. Make the effort to talk to all of your teams and you'll get early wind of those realised risks and issues giving you more time to mitigate them. If you are relying on your weekly checkpoint to give you this information - it's usually too late.

[PM-Junkie]

1. Employ a project manager with experience of delivering what the project is delivering - a PRINCE2 certificate a project manager does not make.

WHS - with gigantic, city-sized bells on.

[MPwannadecentincome]

Actually re-reading the OP is ambigous, is it:

* What defines a successful project in outcome - ie how to define this, or
* What is needed to deliver a successful project - ie how to do this?

[BrowneIssue]

Oh well, if you insist on taking this seriously...

One might say "A successful project is one that meets is criteria of time, cost and quality". However, that's cobblers. It is too simple and quite naïve. What makes project work unusual is that you are doing something unique. If you are not then it is not a project, it is routine work. Because it is unique, the scope will change, external factors will affect the time and resources available and the knowledge gained during the project will alter the quality expectations. A project that comes in to time, cost and quality is one where the plan, budget and deliverables have been redefined through the course of the project (which is A Good Thing, BTW).

A successful project is actually one where the client is content with progress and the outcome. What is delivered, when and the cost should not be determined by the project, but by the client. Provided the client is happy, nothing else matters.

If the project is terminated for the right reasons and communication done properly, everyone will be happy. That would be a successful project. If giving up is the right thing to do, then for FFS, give up and stop wasting money that would be better invested elsewhere. (Think: big government projects that keep being pushed forward when they should be allowed to die. ID cards, NPfIT.)

If, part way through, people die then provided that was a known and managed risk and not done pointlessly, you can still have a successful project. (Think: the Apollo programme).

If it runs way over time and budget then, provided the client knows why and approves the changes, you can still have a successful project. (Think: Sydney Opera House.)

What makes it successful? The three most import tools in project management:

1. Communication.
2. Communication.
3. Communication.

By keeping the client informed of risks and progress in a suitable language and with consideration of the client's needs, there will be no upset. "Oh, yes, you said that might happen and that you had a contingency plan. And I see it is working out OK. I suppose that means I'd better authorise that extra £x you made me put aside. I suppose that means you'll be adding your smart-arse prediction to that damned Lessons Learned Log too. Go on, carry on."

What makes a successful project? Success.

What is success? A happy client.

What makes for a happy client? Communication.

What should you communicate? Risks, intentions, changes to likely outcome.

How do you find, gather and interpret the information you need to communicate? Ah! Now that's a much, much bigger question...

[MPwannadecentincome]

Oh well, if you insist on taking this seriously...

One might say "A successful project is one that meets is criteria of time, cost and quality". However, that's cobblers. It is too simple and quite naïve. What makes project work unusual is that you are doing something unique. If you are not then it is not a project, it is routine work. Because it is unique, the scope will change, external factors will affect the time and resources available and the knowledge gained during the project will alter the quality expectations. A project that comes in to time, cost and quality is one where the plan, budget and deliverables have been redefined through the course of the project (which is A Good Thing, BTW).

A successful project is actually one where the client is content with progress and the outcome. What is delivered, when and the cost should not be determined by the project, but by the client. Provided the client is happy, nothing else matters.

If the project is terminated for the right reasons and communication done properly, everyone will be happy. That would be a successful project. If giving up is the right thing to do, then for FFS, give up and stop wasting money that would be better invested elsewhere. (Think: big government projects that keep being pushed forward when they should be allowed to die. ID cards, NPfIT.)

If, part way through, people die then provided that was a known and managed risk and not done pointlessly, you can still have a successful project. (Think: the Apollo programme).

If it runs way over time and budget then, provided the client knows why and approves the changes, you can still have a successful project. (Think: Sydney Opera House.)

What makes it successful? The three most import tools in project management:

1. Communication.
2. Communication.
3. Communication.

By keeping the client informed of risks and progress in a suitable language and with consideration of the client's needs, there will be no upset. "Oh, yes, you said that might happen and that you had a contingency plan. And I see it is working out OK. I suppose that means I'd better authorise that extra £x you made me put aside. I suppose that means you'll be adding your smart-arse prediction to that damned Lessons Learned Log too. Go on, carry on."

What makes a successful project? Success.

What is success? A happy client.

What makes for a happy client? Communication.

What should you communicate? Risks, intentions, changes to likely outcome.

How do you find, gather and interpret the information you need to communicate? Ah! Now that's a much, much bigger question...

You beat me to it - yes spot on!

(sorry about giving the secret away on the other post btw)