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Characteristics of successful projects



I recently came across that a well reputed PM guru has explained that he "believes that the triple constraint, as we know it, may have to be customized to add a value part for these nontraditional jobs and the traditional received value measurement system will be replaced with a value measurement methodology. very well

What he might be getting at is nice that there are two principal standards for task success. Is the traditional triple constraints based standards and the other is the value that the project result brings. Absolutely nothing new here.

Don't More than Simplify!

Let's not over simplify by merging those two together and making the PM feel as if she should be understanding the product and making portfolio management decisions.

The project manager offers "products". While the PM could possibly influence the value produced from that product, this individual or she usually has little input or control. Project manager performance is mostly measured how well project scope, cost and time objectives have recently been met.

Of course there is also criteria, including the degree where the PM can collaborate at the program and stock portfolio level, coach and advisor, build strong relationships, and so forth But these without meeting objectives are irrelevant.

What is Worth?

Value is the identified impact (positive or negative) of the project as well as its results on the firm as well as its environment. Did the product make or save money? Did it eliminate or enhance the physical and emotional environment?

Established on the PMI model, value or benefits would be the focus of the program. This distinction is centered on the recognition that operational use is often far more complex than product delivery. In functional use there are clients, users, support people and systems, relationship managers, and so on. managing ongoing activities. The ongoing nature of businesses and use adds higher complexity because it suggests adapting to change within the organization, in the market or in the wider environment, over an extended time-frame.

The PM Role

The PM should certainly be aware of and educated about the business and organizational implications of the project. The PM is more than the usual simple man of art; he or she must consider the business and architectural work related to the project. In this way, as much as it is possible, the project manager can affect project decisions in light of the permanent value perspective.

There is a tough balancing act among the trades-offs between permanent value and short term delivery time and cost. It requires leadership from above the Project Management. This software manager, sponsors, product executives, marketing, sales and businesses managers, and client ombudsmen must be in charge of providing value. In this dominion, the only point of responsibility is not the PM.

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