When we determine the project’s success, we inspect the nook and cranny of what we did during that project’s duration. In project management, potential risks and errors are estimated and so is a success.
For PmThink! team, to fully identify if the project failed or succeed, there are two main components that are crucial for this:
- The project’s overall success after final deliveries and,
- The management of the project.
The two factors mentioned are privy, so it’s the best lay out the all the components detrimental and helpful to a project’s outcome. Asking questions are the way to go, but it has to be specific to narrow down what needs to develop and which ones that need improvement.
- Did the project activities undergo all the cycle?
- Are the project activities fairly distributed? If yes, have they’ve been met by the persons assigned to them?
- Are the tasks in the process fulfilled in a timely manner?
- What were the issues encountered during the project’s process?
There are more questions that need to be tackled besides the lists given above. After all, different projects call for different inquiries and checkups. The bigger the project, the more questions that need to take into account. List as many as you can think of and be honest as possible with how you feel about it as well as your responses. It’s always a given to face the facts, even these results will be possibly the cause of the hurt of your project. If you keep denying the errors or keep blaming that this was Employee A’s fault and that certain situation did not really happen, you will fail to see the entire fault of the task as well as its success.
The client’s side is also important since they are also part in creating your organization’s reputation. The client’s satisfaction is always the primary factor you need to take care of. As a client, he or she sets his or her own standards on what makes projects successful. Put yourself in the customer’s shoes and ask yourself the following:
- Is the project completed on time?
- Is the budget I gave been utilized properly? Were the team able to produce what I want within that budget?
- Am I fully satisfied with the product?
- How do I rate the product’s quality?
Formulating questions are the first step in measuring the outcome of the project. The next step is pinpointing the characteristics present in a successful and failed projects. Here are the reasons your project is regarded a hit—or miss. And how to assess them properly.
- The project is regarded as a failed endeavor when the expenses skyrocketed from the given project. Even you are handed a budget that you think is too much for that project, it’s no excuse that you spend it exorbitantly. The value you get from the project after it’s done should be determined first.
- If it’s the team’s first time to encounter a project that is a little bit advanced for their skills and capabilities, an assessment should be facilitated in order for the team to avoid the mistakes they made during the duration of the project.
- A full assessment should be facilitated when the members involved are aware of their obligations from the result of the project. Accuracy must be put into use to know if the following people have done their given tasks.
- It is regarded as a success when the project manager was able to contain the risks and errors that might undermine the project’s process. The manager in charge was also able to effectively communicate with his or team to bring the project into a hassle-free completion.
- Despite the fact that the team did not make it to the schedule where they supposed to complete the project, it is still a success for the whole team kept their heads together and maintained a positive mindset and powerful teamwork. This shows that no one leaves each other behind in times of pressure.
At the end of the day, it’s all about going deep with the underlying factors that lurk in the corner. The problem does not only appear from the outside, but within the walls of the team and project’s walls. Measuring the success and failure rate inside and outside helps you determine what needs to do and what needs to avoid in the future.