Project success

definitions and measurement techniques

The concept of project success is a topic often discussed researchers and practitioners, yet rarely do these professionals agree on the factors that distinguish a successful project from a failed endeavor. This article examines a systematic approach to gauging project success, one that proposes a more generalized and more widely accessible system of measuring success. It identifies the major characteristics shared by all projects and discusses the criteria that practitioners and researchers have traditionally used to gauge project success. It then discusses the factors used for measuring successful project implementation--technical validity, organizational validity, organizational effectiveness-- and the impact that these factors have on determining a project's success.
member content locked

Become a PMI member to gain access

or Join



Related Content

  • Five competencies to successfully drive strategic initiatives member content open

    By Ferraro, Jack Project leaders are needed to lead and sustain strategic efforts by creating experiences that initiate the transformation of people--starting with themselves--then systems and, ultimately, the…

  • Managing challenges of leading, motivating, and grooming talent in small teams member content open

    By Khanna, Vimal Kumar Managing large projects and project teams is a complex problem, producing a significant amount of published work focused on addressing the associated challenges. However, a number of projects, both…

  • Leverage points: How to assess and apply them for greater project success member content open

    By Englund, Randall L. | Bucero, Alfonso Case studies help to identify leverage points that often make the difference between greater project success and failure. In this paper, witness the application of assessment tools, which…

  • The expectations manager member content open

    By Schibi, Ori The future is here and along with it--the new project management. This paper addresses the emerging shift in focus from "left brain" to "right brain," driven by value-add activities. It offers new…

  • Paranoid project and program managers perform and succeed member content open

    By Forman, James B. | Discenza, Richard Project and program managers need to develop a healthy degree of paranoia regardless of their natural dispositions. As former Intel CEO Andy Grove reminded his employees, "only the paranoid survive…