When projects define the true business measures of success - the desired business outcomes, benefits, and value to be produced, it becomes simple to achieve project success.
What if there was one simple thing that everyone could do to dramatically improve the business results from projects? What is the magical 'holy grail' for projects?
Most projects fail to deliver all of their available business value. This is not incompetence or each individual project’s failing - it is a systemic problem.
TOP is specifically designed to enable (and measure) the successful delivery of projects.
How to move beyond the orthodox ‘on time, on budget’ measures, to define the true business measures of project success — outcomes, benefits and value
The current measures of project success - “on-time, on-budget, to-specification" - are absurd because they measure success by the inputs used, rather than by the value to be created.
It is time to re-state what true ‘project success’ is and identify what tools, techniques and processes you need to have in place to ensure you deliver each project successfully.
Measures of ‘success’ or ‘failure’ first need to be defined.
As a business executive, you are both accountable for the value of your project investments and you have to live with the results.
Just when is a project 'successful'? Even this question would get a variety of answers in most circles. Here we define project success from a business point of view.