Project success criteria. Conditions, factors and criteria for successful project implementation Criteria for project success Example

As a result of mastering the topic, the student must:

• know the basics of the genesis of the concepts of success and overall efficiency, their indicators and evaluation features in the project management system;
• be able to link the benefits and benefits of the project for those interested in it and correlate them with the losses and harm from its implementation for others;
• own methods for measuring the success and effectiveness of the project and project management.

SUCCESS, PROFITABILITY AND EFFICIENCY OF THE PROJECT

The task of the project manager is to ensure the success of the project. Under success It is customary to understand activities that are accompanied by success. Success is understood in different ways: for some it is an opportunity to improve their own financial situation, while for others it is an opportunity to help people and feel needed. AT explanatory dictionary three semantic meanings of the word “success” are considered: “1) luck in achieving something; 2) public recognition; 3) good results in work”. In addition, the concept of "true success" is distinguished, which characterizes the achievement of complete harmony of its material and spiritual components. According to this etymology, success in project activities can be interpreted ambiguously, namely as: 1) positive results at the stages of development, participation in the competition and project implementation; 2) achievement of the set goals of the project;

3) public recognition of the value of the project idea, innovation, etc.; 4) subjective experiences of the project team and the project management team of the results they have achieved.

Unlike profitability, the indicator of success has a social aspect, contains the subject of social approval. In project activities, the success of the project and the success of project management are distinguished. The success of the project characterizes the properties, timeliness and public perception of the project product,

and the success of project management - compliance with the agreed parameters of project activities, professionalism and coherence of the project team.

Under criterion is understood as quantitative and (or) qualitative assessment how the target is approached. Therefore, in order to ensure the success of the project, the project manager evaluates and balances the project objectives and benefits. The process of such an assessment may include many criteria, both quantitative and qualitative, for example, alignment with the organization's strategy, social responsibility.

The composition of the criteria may differ from project to project. To assess the success of a particular project, criteria are developed taking into account the specifics of the phenomenon being evaluated. Most of the criteria require breaking them down into more specific elements 1 . When modeling and formalizing them, the problem arises of choosing adequate criteria or compiling a list of appropriate criteria. In project activities, it is important that the criteria reflect the strategic, financial, technical and behavioral situation of the organization and the project. Therefore, the task of evaluating the success of a project is reduced to finding a compromise between the completeness of the description of goals and the number of criteria. To improve the accuracy of assessment and manageability, it is recommended to narrow the space of criteria to a few vital and significant indicators. To do this, first make complete list success criteria, and then it is thinned out.

The set of relevant success criteria depends on the type of project and the specific project situation. For example, in the list of success criteria that are taken into account when selecting projects in the field of R&D, it is advisable to include the cost of the project, its return, the likelihood of technical and market success, the size and share of the market, accessibility necessary personnel organization, the degree of commitment to the project, the strategic orientation of the project, the indicator of competitiveness, the degree of favorable environment and legislation for the implementation of the project; opinions of company leaders. In addition, when constructing a criterion, as a rule, the interests of project stakeholders are taken into account.

Therefore, the evaluation of the success of the project is multi-criteria. But, as you know, in formal optimization problems there is only one criterion - maximization of approach to one goal. The methodology for constructing a general criterion provides for determining the form of a success model with an indication of specific categories of criteria, determining the values ​​and (or) their range and the importance of the criteria, and choosing methods for measuring them. Moreover, in the project success model, it is advisable to take into account the criteria of not only the advantages, but also the disadvantages of the project. Various methods are proposed for reducing the set of criteria-elements to one, i.e. building a single-criteria evaluation model. One of the examples - the project ranking model is considered in paragraph 12.2 of the textbook (formula (12.1)).

What is a project? Organization of the enterprise from scratch? Or, perhaps, only its separate division? Building a brand or a single product? Holding a celebration for commercial gain or just organizing a party with friends? And how many of us know how to measure the success of a project? Criteria for success, how many and how they are defined - for many, these concepts are also an unsolved mystery. Lots of questions, right? To get answers to them, read the article.

Classics of the genre

In managerial management, it has a completely logical and understandable definition. This is any time-limited undertaking that has the goal of creating a product, service, or other clear result. That is, the project will not be itself entrepreneurial activity, but only its start or reorganization. Not creating an idea, but bringing it to life.

If everything is clear with this, then the question of how the criteria for project success are determined is not so unambiguous. To begin with, it is not always clear what is generally meant by success. Management specialists believe that a business can be considered successful when its initiators meet the deadline and budget allotted for its implementation, while the quality of the created good corresponds to that stated in the plan. However, there are several parameters that also conditionally indicate the positive implementation of the project or its failure.

Unspoken Criteria for Project Success

To begin with, everyone sees the very definition of success in their own way. According to statistics, far from all enterprises reach their logical conclusion from the first time, but only a third of them. In all other cases, it is necessary to make some adjustments to the work in the course of the order. But again, if you believe the numbers, then the profit of businessmen who sacrificed an increase in expenses for the sake of accelerating the pace of work increases by almost one and a half times (by 140%) compared to those who decided not to inflate the budget, but extended the period for achieving their goals.

Therefore, in addition to the above measures in the form of money, time and quality, two more parameters must be taken into account:

1. A new positive experience gained as a result of the team's work.
2. Satisfaction with the results of the task of all participants in the enterprise.

It cannot be said that these are the fundamental criteria for the success of the project, but they are important and they must be taken into account by those leaders who seek to develop their offspring, and not to stagnate in one place all their lives.

That which cannot be touched

The difficulty in determining the two parameters presented above is that they cannot be calculated. Their results are quite subjective. The experience gained primarily concerns the executor of the order, and with the solution of each new task, the company becomes stronger and more successful. This is important for the future activities of the business, because rich experience helps in attracting customers and makes it possible to successfully implement new projects.

But to achieve comprehensive satisfaction with the results of the work is almost unrealistic. There will always be someone who will not like a business partner. This happens especially often in cases where the goals and criteria for the success of the project are not defined initially. Project management- this is a separate direction in the science of enterprise management, and it should be given Special attention. As practice shows, a business ends with success, which is favored by the following factors:

• the project manager and his team are ready for changes, have flexibility and the ability to quickly redirect the vector of their activities;
• each of the participants in the enterprise has its own share of responsibility;
• there is no hierarchy in the team or it is minimized;
• the company implementing the project promotes the principles of a culture of trust between employees, it is also important to respond to conflict situations in a timely manner and avoid a tense situation in the team and between the contractor and the customer;
• the last factor is the development of information and communication culture.

Now let's discuss in more detail the main criteria for success and failure of projects.

Time and planning

Everyone who has ever been involved in the implementation of a project knows how important it is to draw up preliminary plan future enterprise. However, not everyone knows how to do it right. When planning activities, it is necessary to describe each step in great detail, allocating a realistic amount of time for its implementation. It is time management that is of fundamental importance in the implementation of the project. The criteria for the success of any business include this parameter as a mandatory one for a reason.

If the contractor cannot complete the work on time, and the deadline is constantly delayed, there is very little chance of a successful completion of the project. However, you should not work quickly, but at the expense of quality. Often, even those projects in which all deadlines were missed, in the end show good results and bring solid profits.

Price and reallocation of resources

Often in business there are situations when a project is in jeopardy due to insufficient funding. There may not be enough money for various reasons - a change in the regulatory framework, miscalculations in the preparation of the plan, a change in supplier or contractor, etc. The decision to overcome the crisis falls on the shoulders of investors, the head of the company or the project manager.

In the case when additional financing of the enterprise is not predicted, the project manager must decide on cost optimization. This is a completely logical and reasonable step, but, as practice shows, the case in which the personnel fell under the distribution (reduction of people, refusal to train newcomers, decrease in the general level of competence of employees) is unlikely to be achieved. great success. Therefore, it is better to go over budget than to pay even more later to correct your own mistakes.

Quality and Demand Reduction

Time and budget are the criteria for the success of the project, which allow for corrections and deviations from the original plan. Most customers agree to pay extra and give more time to complete the case, but no one, we repeat - no one, will agree to receive a low-quality product as a result of work. You can't save on raw materials or human resources. Such "optimization" rarely leads to success. Exceptions can only be really worthwhile changes that allow you to simultaneously reduce the cost of implementing the project, but do not detract from its prospects.

Is the project manager the criterion for his success?

No, rather it is a factor in the success of the enterprise. The proof of this is not one life example. The criteria for the success of a project do not refer to a specific person, but to his organizational activities and his leadership qualities. However, even an extremely experienced and in all respects good project manager will not be able to achieve his goals if he does not cope with a lot of red tape and the incompetence of subordinates.

Any specialist can easily prove his professional suitability in the field with which he is familiar, but as soon as he finds himself in an environment unknown to him, he is likely to fail. But, as they say, the one who does nothing is not mistaken, so go for it and succeed!

Have you ever wondered what the criteria for the success of a project might be?

What is a successful project and what are the success criteria for project managers?

Each project manager or professional who deals with project management and wants to increase work productivity has their own measures and criteria for success. However, many of them will surely agree: in order to get an answer to this question, it is necessary to evaluate not only the result itself, but also the process of preparing the project with all its methods, technologies and tools used.

If you are at the very start of your project and are going to draw up a plan and work schedule for all stages and deadlines ... If you plan to use convenient calendars and design optimal processes and set tasks correctly for the whole team ... And, finally, if in the end you want to get a project that will contain real criteria for success ... Then it's time to get acquainted with an application that allows you to create, plan projects and buildGantt charts online.

GanttPRO has quality and useful features and tools for successful planning any project. With GanttPRO, anyone can apply Gantt charts to any project, regardless of the level of project complexity.

Who is GanttPRO for?

“Project managers are the most creative professionals in the world. We must solve all problems before they happen.”

Fredrik Haren

Project management software solutions can be used by different companies in different areas. According tolast year's study, the list of companies that use project management software, most often represent manufacturing (10%), medicine (9%), technology (8%), construction (8%), banks / financial institutions (8%), developers software(7%), business services (7%), and the rest (43%).

This material will help highlight the TOP 5 features of GanttRRO, which can identify the criteria for project success and achieve high results.

Key features of GanttPRO to successfully manage your project

Automatic scheduling for a good project start

If you're used to scheduling everything manually, see how you can improve your project's success criteria by using an automated scheduling program.

• Automatic scheduling with GanttPRO allows you to plan and track each stage of the project and determine the duration of each task.
• The user can set the desired parameters and plan the deadlines taking into account business hours, weekends and holidays, etc.
• Automatic project planning allows you to speed up the process of project implementation and significantly save your time, for example, thanks to the ability to quickly move tasks or attach files directly to spreadsheets.
• Using auto scheduling and Gantt charts, project managers can recalculate deadlines and reschedule tasks, for example, in case of a shift in the project start date.

Now you can forget about a lot of routine computing processes, - automatic system will do everything for you.

Smart calendar as the main business management tool

"Never leave for tomorrow what you can do today."

Benjamin Franklin

When planning their project, managers must consider many factors that can affect tasks and deadlines. GanttPRO offers a convenient calendar to create a suitable work schedule for any processes and business goals, taking into account weekdays, weekends and holidays, etc. Gantt charts are great for those project managers who want to carefully detail their tasks.

The Smart Calendar contains many project success-enhancing benefits that can help you with predictive planning.

This type of scheduling assumes that you predict tasks and time to complete them in advance. It takes a little longer to develop, but it has the distinct advantage of a more realistic project schedule as it reflects the real model, including dependent tasks and available resources.

Smart calendar and predictive planning will help you manage project teams because:

• Task start and end dates will be based on team performance;
• Each person on the team will know the impact of their work on the project;
• Project managers will easily predict project completion dates. Even if one of the employees is not available.

Teamwork that unites all efforts

To manage your own affairs is half to decide the outcome of the battle; to control the work processes of the entire team means to win!

Using GanttPRO, you can plan projects with your team and collaborate on Gantt charts.

If you would like to create a project group, select the settings in the upper right corner of your page. There you can also invite members to the group by entering their email addresses and clicking the "Invite" button.

Do you remember the last match of your favorite basketball team? As a rule, the results of matches are directly determined by a cohesive, interacting and quickly responding effective team. The same thing happens during the planning and implementation of any project.

The best proof is in a vivid example.

Let's take a look at how GanttPRO can help organize a team's workflow when preparing a marketing project.

For example, a marketer works in big company and plans to implement a global project in certain time and with certain results. This could be, for example, a marketing professional who is trying to schedule attendance at a conference or trade show. Let's assume that he needs to determine all the deadlines and schedule the tasks of the project for different departments or colleagues:

• For chief to approve participation;
• For logisticians to arrange delivery to the place;
• For lawyers to prepare everything Required documents and references;
• For purchasing department to purchase the necessary goods on time;
• For marketers to provide visual advertising and brand awareness during the project;
• For PR specialists to provide information support and promotion in media channels;
• For designers to develop the necessary attributes;
• For content department to create all posts for the project, and so on.

And there can be many more such interactions.

As you can see, planning and organized team processes can greatly accelerate the results of any project. Rest assured that nothing gets lost with a good structure.

Status tracking in GanttPRO settings for high-quality project implementation

There is another important feature GanttPRO, which helps track the progress and status of a project. Status tracking allows you to check the status and progress of each stage since the start of the project, as well as make planning more convenient.

You can easily check the status of a project or task by knowing the start of the project and the end date. In addition, you can track the percentage of completion of any stage of the project and how much time was spent on it. This allows you to decide how to schedule tasks even if your company has flexible working hours or different shifts. Therefore, project managers can always manage resources efficiently and keep abreast of all tasks and issues. With the help of GanttPRO, it will be difficult to miss something.

Templates that save time

Using previously completed projects, you can create a template for your future purposes. This will save time and avoid repeated actions when creating the next project from scratch.

This feature will be useful if your last project is fully completed. The reasons for this may vary, but it is very convenient to have a basic project template always at hand. All you have to do to start a new project is set up the settings and get started. Here you can archive and save as a Gantt chart template.

These five GanttPRO features look pretty reasonable and easy to apply, don't they? Would you like to know more about project success criteria?The easiest way is to read the information on the GanntPRO website and also on youtube channel.

We hope that this article about the useful features of GanttPRO will help you achieve success in project management.

Your comments and wishes are always welcome!

Project Success Criteria- a set of indicators that make it possible to judge the degree of success of the project.

Project Management Success Criteria— performance indicators of project management.

project success, as a rule, means obtaining by all interested parties the results that justify their expectations, traditionally formulated in the form of goals and requirements. If such goals and requirements are formulated, the criteria for the success of the project can be quantitative indicators, reflecting the degree to which the objectives of the project or certain requirements are met.

A clear and unambiguous definition of these criteria is a mandatory task at the initial stage of project launch. The project manager must define and agree on indicators of success and how to measure them with all project stakeholders.

The overall criterion for the success of a project is the achievement of the project objectives at the planned time and within the planned resources.

The main requirement for the criteria is their unambiguous and clear definition. For each project and each customer, success criteria must be defined, evaluated and analyzed.

The fact of failure to achieve the goals set at the beginning of the project does not always mean failure in the implementation of the project. However, if the views of the parties on the goals and objectives of the project change during the execution of the project, these changes should be reflected in the appropriate success criteria.

The concept of project management success is related to the success of the project, but they are not the same thing. It is possible to successfully manage a project that will later be abandoned due to the loss of relevance, for example, due to a change in the company's strategy. If the success of a project is usually associated with the achievement of the expected business result, then the success of project management is usually associated with such criteria as compliance with project time and cost constraints, timeliness of deliveries, quality of communications, response time to emerging risks and problems, etc.

If, due to ongoing changes, the project loses its relevance, it is necessary to consider options for making changes to the plan or make a decision to close this project.

defining success criterion project is relevance of the result at the time of its achievement.

At the very beginning of the project, it is highly advisable to analyze the causes of possible project failures (potential risk areas).

The main reasons for project failures can be:

Unclear goals;

Insufficient funding;

Changing business priorities;

Insufficient support from top management;

Not effective team(qualification of project personnel);

Insufficiently effective interaction in the project;

Lack of self-government;

Not enough effective communications;

Lack of motivation (refers to internal risks);

It is necessary to test the project for “causes of possible failure”: are the objectives of the project clear enough? The degree of reliability of investors? Is the project team qualified enough? Is she motivated enough?

Criteria for success and criteria for failure are interconnected. But over time, they may change, in particular, as the market situation changes.

Program. Portfolio of projects and programs.

Program is a group of interrelated projects united by a common goal and conditions for their implementation. Unlike a separate project, the program requires special methods of multi-project management (MD coordinates the implementation of all projects carried out in the organization).

Project Portfolio is a group or set of projects that are not related to each other by a common goal, but connected by a common resource base. For example, portfolio investment projects– the main criterion in the selection of projects is to obtain maximum profit.

Elements (components) of the project portfolio- these are the components of the portfolio: projects, programs, sub-portfolios (sub-portfolios). Portfolio elements can be independent of each other, unlike the projects included in the program, and the portfolio itself can include sub-portfolios of projects.

All portfolio components must have the following characteristics:

· Reflect existing or potential investments of the company

· Align with the goals and objectives of the company

・Have such distinctive features, which would allow them to be grouped for more effective management

succumb quantification

Project Portfolio Management- this is the centralized management of one or more portfolios, including the identification, prioritization, authorization, management and control of the implementation of projects, programs and other works to achieve certain strategic goals of the company.

The procedure for managing a portfolio of projects differs significantly from managing a single project; in fact, it is a procedure for more high level and has other goals and means to achieve them

Project portfolio management processes are divided into two groups: the Aligning Process Group or Portfolio Formation and the Monitoring Process Group.

Alignment:

· Identification of projects,

Evaluation of projects (Evaluation),

selection of projects

Definition of priorities (Prioritization),

Portfolio Balancing

Monitoring and control:

· Portfolio Reporting and Review

· Strategic Change

Goals and strategies of the project. Project success criteria.

The beginning of any project is the idea, the concept of the project, which determines its goals and objectives, and the end is the receipt of a specific result: a product, service, technology, etc. Thus, with the definition of a goal, any project begins.

Objective of the project- this is the desired result of the activity, achieved as a result of the successful implementation of the project in the given conditions for its implementation. The main indicators here are obtaining a result, a given level of quality, within the time and cost constraints.

Strategy is the way to achieve the goal.

A goal is what we want to achieve. A strategy is a statement of how we are going to achieve a goal.

Cost limits exist in any project, their scope is largely determined by the chosen strategy. If the main thing in the project is time (to get the result as quickly as possible), then the choice of this strategy will lead to an increase in the cost of the project. Another strategy can be chosen - to get the desired result at minimal cost. This choice is appropriate when the time factor is not so critical.

After the completion of the project, an overall assessment is given results achieved, and the project can be classified as successful or unsuccessful according to the totality of indicators.

If, due to ongoing changes, the project loses its relevance, it is necessary to consider options for making changes to the plan or make a decision to close this project.

The main criterion for success project is the relevance of the result at the time of its achievement.

At the very beginning of the project, it is highly advisable to analyze the causes of possible project failures (potential risk areas).

The main reasons for project failures can be:

Unclear goals;

Insufficient funding;

Changing business priorities;

Insufficient support from top management;

Inefficient team (qualification of the project staff);

Insufficiently effective interaction in the project;

Lack of self-government;

Insufficiently effective communications;

Lack of motivation (refers to internal risks);

It is necessary to test the project for “causes of possible failure”: are the objectives of the project clear enough? The degree of reliability of investors? Is the project team qualified enough? Is she motivated enough?

Criteria for success and criteria for failure are interconnected. But over time, they may change, in particular, as the market situation changes.

24) Cost planning methods.

There are several methods of project cost planning:

· Similarly,

· "top down",

by parameters

· "down up".

Similarly(analogous estimating) can be used when the planned project is similar to a number of others that were previously carried out in the organization. In this case, the total cost of the project is determined based on the accumulated experience, and then the total cost is distributed among the tasks.

This method is the least accurate, but it takes the least time to apply. As a rule, the cost of the project is estimated in this way only at the initial stage of planning, when the scope of work has not yet been finally determined and more accurate methods cannot be used. To use this method in MS Project, it is enough to manually fill in the corresponding fields in the table.

Determining the cost of the project by parameters(parametric modeling) is a fairly popular technique. A typical example is estimating the cost of a house under construction by area or determining the cost of furniture by linear meters.

The accuracy of this method and, accordingly, the labor costs for its use depend on the number of estimated parameters. You can apply primitive techniques, such as those that were given in the example, in small projects, especially if you have accumulated a lot of experience in their implementation. For large-scale projects, techniques using a large number of parameters can be applied. The accuracy of such methods is much higher, but their application takes more time. To apply the parametric technique in MS Project, you need to use custom fields and functions.

Methodology for determining the cost of the project "down up"(bottom-up estimating) consists in calculating the cost of individual tasks of the project and forming the total cost of the project from the total cost of all works. It is this technique that is the most accurate, and it is precisely on its use that the MS Project program is oriented. True, its application requires the most time, since its accuracy largely depends on the degree of detail of the scope of work and resources.

Directly opposite to it is the method of determining costs. "top down", at which the total costs for the project or phase are calculated, and based on this, the possible costs for the components of the project or phase are determined. Typically, this technique is used when the project is constrained by budget, or in combination with the method of estimating by analogy.