Originally posted by BrowneIssue
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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...
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...
Make your mind up!
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