This is the fourth and last article in a four-article series on the subject of project success. Article 1 was mostly an introduction to the subject; article 2 was explaining the four dimensions; article 3 provided an example, real case study, and this article, compares the application of this concept to PMBOK® Guide.
In November of 2012, the author was invited as one of the keynote speakers at the PMI Lebanon Chapter first annual conference, we chose this subject – but the presentation time was about 25 minutes only. The audience was a mix of experienced professionals, students, managers, project managers, and PMPs. Continue reading →
This is the third article in a four-article series on the subject of project success. Article 1 was mostly an introduction to the subject; article 2 was explaining the four dimensions, and this article provides an example, real case study.
We had originally published this post more than a year ago on our old blog platform. We re-publish an updated version here through a short series of articles. We will also provide links to a chapter from an upcoming book by the author and a presentation on the subject. The links will be with the last article in the series.
Subjective Project Success Assessment
Success and failure are often highly subjective terms, especially for projects and in project management. The question of success is dependent on the perspective of the stakeholders. It is common that one stakeholder might perceive a project a success while another consider it a failure. Then how can we remove some, or most, of the subjectivity from deciding if a project is successful or not?