... if failure actually the rule ...
From the last "CHAOS Summary Report for 2010" from Standish Group, the following shows:
"The latest results show a decrease in CHAOS project success rates, with 32% of all projects being delivered on time, on budget, with required features and functions."
And this Despite the proliferation of methodologies, training, certifications, etc. The PM community, the question arises, what are the reasons why and how to improve the situation, because so much failure of the economy - as taxpayers - a tremendous amount of money costs , not to mention the wasted time and broken-gone nerve.
Our college has Sedlmayer Martin on "failure" in a previous article expressed and formulated the following hypothesis:
"organizational and IT projects are included in the medium probably be successful. "
he has with his forecast right?
The Traditional Definition of success: the magic triangle
One day reported a college in our office of a successfully completed project which but not successfully completed mandate was: Goal achieved - met deadlines and budget. But customers are not satisfied ... In other words, Operation successful - patient dead
The simple explanation: the patient is wrong (evidence for this: he has just died). This dissonance you can easily solve: According to theory, the project is successful, according to a customer it is not so, and the theory is applied as widely is, by definition, the truth. Ergo: the customer is stupid.
effort brings more
Since compliance and achieve the magic triangle the search for the Grail heiliegen seems to be the project management, you are doing an effort. And obviously it works, as documented January Theiler in his thesis:
The assumption would be that the customer is right, and that the term would be "success" to redefine.
The Traditional Definition of success: the magic triangle
One day reported a college in our office of a successfully completed project which but not successfully completed mandate was: Goal achieved - met deadlines and budget. But customers are not satisfied ... In other words, Operation successful - patient dead The simple explanation: the patient is wrong (evidence for this: he has just died). This dissonance you can easily solve: According to theory, the project is successful, according to a customer it is not so, and the theory is applied as widely is, by definition, the truth. Ergo: the customer is stupid.
effort brings more Since compliance and achieve the magic triangle the search for the Grail heiliegen seems to be the project management, you are doing an effort. And obviously it works, as documented January Theiler in his thesis:
"critical for success is not just whether, but how standards are used in project management. There was a significant correlation between the strength of the project-specific adaptation of the standards and project success, as measured by factors such as time, cost and quality. An average adaptation is most successful - and not a strong adaptation of standards lead to the projects to deeper project success. This is justified by two opposing effects. On the one hand, the adjustments resulting from efficiency gains, on the other hand, is smaller by adjusting the value of standardizing. . The "right" approach to standards is paying off "Thus there is hope we can improve the project management, . Optimize The question of success, however, remains inadequately answered yet. Is there no other way to resolve the dissonance?
The assumption would be that the customer is right, and that the term would be "success" to redefine.
Empirical evidence and common sense
A first useful addition to the above-mentioned triangle Jason Westland, in his article " 5 Goals Every Project Manager Should Aspire to Achieve " called. He recommends to provide for the satisfaction of the customer and the project team .
Next in study of the German Association for Project Management GPM project managers and project leaders about success factors in project management questioned . the subject definition of success, the study, the following results showed:
Next in study of the German Association for Project Management GPM project managers and project leaders about success factors in project management questioned . the subject definition of success, the study, the following results showed:
"In the open answer choice was pointed out that the success of all objective criteria, such as deadlines, budget compliance and other contractual objectives is measured. is quite clear that the satisfaction of the stakeholders in the foreground . Satisfaction is a subjective factor that results from the satisfaction of various needs. This means that the project manager must keep the needs of the stakeholders in the course of the project constantly in view and in communication. The necessary skills are called perception, empathy, reliability, dialogue-oriented. "
Although the study only 42 project managers has asked, it's amazing that the "typical" features of the definition of project success (see above) does not mention first. An interesting fact is that empirical project managers KNOW what it is about success. "Unfortunately, as mentioned above, is a subjective factor satisfaction, ie, a target which is very difficult to define as SMART can ... And what is not easily measurable, is not measured ...
Krasse trivialization
Krasse trivialization
"Good targets are SMART" is postulated. However, there are projects where it is not known whether the Goals are attainable, or where you will not know last, how long it. Why is then further and further to the magic triangle insists?
Actually it is a trivialization of reality , a sense of (pseudo) trigger safety: clear, clear, rational explanation. The reality that is hard to grasp, is converted into a rational concept. It is assumed that the objectives are clear, or be what they are not in complex projects. Trying the success of complex projects (only) to describe the basis of the triangle is a destructive simplification leads to the relevant but for it to miss difficult to describe indicators of success.
Actually it is a trivialization of reality , a sense of (pseudo) trigger safety: clear, clear, rational explanation. The reality that is hard to grasp, is converted into a rational concept. It is assumed that the objectives are clear, or be what they are not in complex projects. Trying the success of complex projects (only) to describe the basis of the triangle is a destructive simplification leads to the relevant but for it to miss difficult to describe indicators of success. success at extreme projects
Doug Decarlo convinced me with his approach "eXtreme project management" most . He says (p. 36 of his book ):
"Since eXtreme project management is people-and customer-centric, it will come as no surprise that success is measured as follows:
A short way of saying this is that customers receive value throughout the whole life of the project and the project team feels good about the experience. "
"Since eXtreme project management is people-and customer-centric, it will come as no surprise that success is measured as follows:
- Customers are happy with progress and interim deliverables. There is a general feeling that the project is moving in the right direction despite the surrounding volatiliy. Tangible results are being produced - things that customers can see and feel.
- Customers are happy with the final deliverable. It meets the success criteria that have been agreed on throughout the project's life cycle.
- The downstream (postproject) benefits are realized. The intended business benefit for having undertaken the project in the first place is measurable and has materialized.
- Team members enjoy a satisfactory quality of life throughout the project. When asked if they would be willing to participate on a similar project, a majority of team members would answer yes.
A short way of saying this is that customers receive value throughout the whole life of the project and the project team feels good about the experience. "
sure to reflect ...
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