In this case study of project success, we asked questions: What was in common among the projects? Did the project teams do something in particular? Were they a certain type of project? Did the project sponsor do something unique? Did it matter if they crossed departments, organizations or parts of the world? Certainly, there had to be common traits that seemed to lead to project success – what were they?
The most common factors determining success – achieving project results on time, on budget and on target – include the following:
- Project leader: Every truly successful project had a project leader who was effective. Not all were spectacular, but each one was effective in leading the project team. The project leader was respected by the team. In order to be respected, the project leader included the project team in the process, worked issues as they arose, was willing to push back as required, and was an effective leader overall.
- Executive sponsor support: Not every project had a sponsor; actually most didn’t have a specific executive sponsor; however, they all had someone in some sort of position of authority who supported the project at critical junctures. This could be at the start – in essence, the project supporter got the ball rolling for the project. Or, it could have been related to a roadblock – the project supporter helped the team work through the roadblock. Or, it could be that the project supporter was a cheerleader for the project team or with the executive team to keep the momentum flowing.
- Celebrate successes: A seemingly fluffy topic that was in common with the project successes was the celebration of success for wins along the way. Certainly, quick wins get the project off to a solid start and creates momentum. Most successful projects focused on creating quick wins – small is fine so long as it can create momentum. For example, my firm just introduced a proprietary process for driving supply chain performance called TST – achieving the right combination of torque, speed, and traction to drive performance. The torque component is vital. If you have speed and traction without torque, you have a slow start. As good as the team might be, if they get out of the blocks slow, it is a long, slow road to get to the finish line.
- Critical path timeline: Although not all successful projects had a project timeline, every successful project had some sort of critical path timeline. In essence, the team understood what tasks were most critical, what sequence to complete these tasks and what handoffs were required along the way. When thinking about my TST process, this is the traction component. Steering towards the finish line is essential. Have you ever seen someone seemingly achieving victories and move quickly, just to find out they took the wrong turn? This certainly arises with project failures.
Most project teams that experienced failure got sidetracked in lengthy project tasks – some even followed up profusely on these tasks; however, the tasks were not necessarily those on the critical path timeline. In essence, they took several wrong turns, even though they were working hard and efficiently tracking task progress. From the technical point-of-view, I’ve found this to be the 80/20 of success! Put your follow-up and communication efforts here.
Related Article: Collaborate for Project Success
- Speed: Certainly the third component of my TST process is a key to success with projects – and, I find it is one of the most common elements of success specifically in today’s new Amazon-impacted world. Unfortunately, if you get side-tracked with too much analysis, too much debate, and discussion on team objectives, too many conflicts over resources and the like, you slow down progress. Yet in today’s world, customers expect immediate service, 24/7 accessibility and quick access to the required information. If you are missing speed, you will be passed up by your competition driving in the fast lane!
- Communication: This almost goes without saying as communication, communication, communication is as critical as “location, location, location” in real estate. Not only does the project team need to know why they are focusing on the project, who owns which task, with whom they should interact and collaborate in order to be successful, and to whom they should hand-off as the next critical path task, but they need to communicate with all related parties frequently. These should include the project sponsor, managers who need to support their efforts with resources and in communications etc.
I’ve found these types of trends to be a strong indicator for success. Thus, make a deliberate effort to create your next project with these success traits, and I have no doubt you’ll be delighted with your project outcomes. Give it a shot and report back with your struggles and successes. Building on strengths and success is the best way to breed success.
Organizations have made significant investments in technology, hoping to gain competitive advantages in today's dynamic markets. Traditional organisational structures are rigid and highly bureaucratic. Previous evidence has shown that they cannot quickly or accurately respond to the constant changes of the business environment. Organisations should carry out significant changes and implement new practices more adjusted to reality, including the use of project and benefits management approaches, seeking a better use and control of existing resources and capabilities. As project management became crucial for the development of organizational strategies, by reinforcing professional skills and capabilities, it is of interest to carry out studies aiming to identify which factors contribute to projects success. The framework proposed in this paper assists organizations to identify and monitor the benefits of technological projects, allowing the answer to our main research question: “How can benefits and project management approaches help organizations to obtain more successful projects?” The results of the presented case study highlighted that the application of a benefits management process on the pre-identified critical success factors promoted better project management practices and ensured an effective impact on a project success.