In the past a project was deemed successful if it remained within the guidelines of the triple constraint of project management. The triple constraint of scope, time, and cost is still considered by many to be the de facto method to defining and measuring projects but in recent years several organizations including the Projectize Group have made discoveries that more project stakeholders are claiming other elements are playing a key part in a project’s success. In my view, the triple constraint has always been the ‘insider’ method of evaluating projects. In today’s organizations there are many metrics in calculating a project’s conclusion.
Claiming a project was/is successful is subjective and it depends on whose view is taken into account. If a project has multiple development stages, a particular team that belongs to a specific stage could declare the project productive if that particular team was able to meet and/or exceed its requirements. On the other hand, a customer could respond to a product as a total failure because despite the firm’s appropriate product release it was not what the customer expected and/or need.
Therefore, an important aspect of evaluating successful products is customer/end-user adoption and response. Another important aspect which contributes to a project’s success is stakeholder satisfaction. Stakeholder satisfaction is critical because it permits the shared vision and goal to come to fruition. When I discuss stakeholders I extend that definition to the outliers but not necessarily the general public; at my company when we get the critical stakeholders to buy into the project and move the project into various stages we not only get the feedback from the immediate team members but also the entire studio as a whole. This creates higher visibility to a design product which allows it go through several iterations before it goes to the public.
The two ideas above are just a couple of many more essential items which I believe can greatly enhance the chance of project success.