Project success as defined by the Project Management Institute (PMI) is based on managing the triple constraint, AKA the iron triangle of cost, scope and schedule. (PMBOK 22.214.171.124 – well it was in the 2008 edition). Criterion count = 3.
Interview most project managers, or look at their resumes and their swagger is derived from completing the project on time, within budget. Criterion count = 2.
What really counts?
All Change! The Project Leader’s Secret Handbook confirms you can succeed on your triple constraints and be rewarded so:
When, eventually, the day of unveiling finally arrived, without fail, a ritual would take place involving the end users, the ones who actually would have to live with the wizardry. As if working to a pre-written script, they would use the words, ‘slow,’ ‘awkward,’ ‘difficult.’ This would be followed by expressions like, ‘once you get used to it’ and ‘why has the screen frozen?’ After a suitable period of silence, the users would decide that there had been much change but little improvement and would begin to demonstrate their ingratitude by insisting on a long list of modifications.
Yes, I am an Eddie Obeng fan.
The more recent literature now has a hexagon with an appreciation that risk, customer satisfaction and resources must be added to the triple constraint. Criterion count = 6.
But Eddie is going in the opposite direction. Criterion count = 1. Voting population = N.
“Project success is and can only be defined by the stakeholders.”
Where N includes not only the sponsor, product owner, other stakeholders, but also any vendors you are working with and absolutely your crew too.
How does Mariner measure success?
Mariner measures success based what our stakeholders think of us. We exist to make our clients better and receiving feedback like this is what matters most to us:
By the way, all of our testing has been successful – this is functioning perfectly. Great job – and thanks for pulling this together as quickly as you did.
The solution . . . he developed for our team is invaluable to say the least and his support from the beginning to present has been unmatched.
You definitely went above and beyond what we expect our consultants to do. Your focus and dedication to make <the solution> successful is definitely appreciated and noticed.
Her work is what sold this business group on moving ahead with building out a true BI solution.
We expected to use it for pricing but now we are also using it to measure third party indices . . . It was a great experience.
Huge time savings was the most obvious thing and the near real-time access to the data is also huge.
Now we have greater transparency, more people feel like they are engaged and involved . . . In the end, it is about stimulating innovation . . . and allows them to create great product.
Now we can get the information to the front-line managers quicker and where the point of decision is being made.
Data Analytics Success
Data analytics at its finest is a mélange of good technical work combined with creativity to deliver valuable insight. Good technical work can only be appreciated by a few, but a change in how an organization behaves can be recognized by most everyone and you don’t need a Gantt chart, cost ledger or status dashboard to recognize success. It is all around you.