Key Aspects of Project Performance

Client and the project team viewpoints on the success of the project are fundamentally different; the former is focused on the deliverables, and the latter is focused on the means by which the deliverables are created.

People often view failure and success differently because they use personal, unspoken standards. This is why two people, with different experiences and values, might judge the success of the same project in different ways.

Sometimes a project might not meet its main goals, like staying on budget, on schedule, or within scope, but can still be considered successful because the team handled people-related issues well. On the other hand, a project might meet all these targets (budget, schedule, and scope) but be seen as a failure if the team didn't manage people's issues properly. This happens because how a team deals with people can influence how we see the overall success of the project, even if the numbers look good.

Example: Imagine a project that was completed late and over budget. However, the team built strong relationships with stakeholders, effectively managed conflicts, and maintained high morale. The client may still consider the project a success because of how well the team handled these people issues. Conversely, if another project finishes on time and within budget but the team struggles with communication or client relations, the client might still view the project as a failure.

According to Project Success Indicators: Client View and Team View from Advanced Project Management Office by Parviz F. Rad and Ginger Levin.

CLIENT VIEW

The diagram below breaks down project success indicators into two categories: things-related attributes and people-related attributes. Each category focuses on different factors that help determine whether a project is successful.

Let’s explain these in detail with an easy-to-understand example:

Things-Related Attributes:

These are the more technical or measurable aspects of the project. They focus on what the project is supposed to deliver and whether it meets those targets.

Scope as Needed: Did the project deliver everything it promised?

• Example: Let’s say you’re building a new playground. If the playground has all the features that were agreed upon—like swings, slides, and a sandbox—then the project’s scope has been met.

Quality as Needed: Did the project meet the necessary standards of quality?

• Example: The swings and slides need to be safe, durable, and well-built. If the equipment is flimsy or unsafe, then the quality isn’t up to the needed standard.

Schedule on Time: Was the project completed within the agreed timeframe?

• Example: If the playground was supposed to be finished in 3 months and it was done on time, you’ve met the schedule target. But if it took 6 months, you’ve missed it.

Cost within Budget: Did the project stay within the budget that was set?

• Example: If the playground budget was $100,000 and you managed to complete it for $95,000, then you’ve stayed within budget. If you spent $120,000, you’ve gone over budget.

People-Related Attributes:

These focus on the human aspects of the project, such as how the team worked together and how satisfied the clients or stakeholders were. These factors are sometimes harder to measure but are just as important.

Team Morale: How well was the project team feeling and working together?

• Example: If the construction workers, designers, and planners enjoyed working together and were motivated throughout the playground project, then team morale was high. If they were constantly stressed or fighting, morale was low, which could hurt the project’s performance.

Client Satisfaction: Was the client (the person or group who asked for the project) happy with the results?

• Example: Even if the playground was built on time and within budget, the client (say, the local government or community group) might be unhappy if they felt their input wasn’t considered or if there were issues in communication. High client satisfaction is important, even if all the technical targets were hit.

Example to Tie It All Together:

Imagine a project to build a community park:

Things-Related Success:

• The park was built exactly as planned (meeting scope).
• The quality of the playground equipment was high, and it’s safe for children (meeting quality).
• It was completed in 3 months as planned (meeting the schedule).
• The total cost was within the $50,000 budget (meeting the cost target).

By these technical measures, the project is a success.

People-Related Success:

• However, during the project, the workers were unhappy because they had poor communication with the management (low team morale).
• The client, the city council, didn’t feel involved in key decisions, and they aren’t completely happy with the final result, even though it looks good on paper (low client satisfaction).

In this case, while the things-related attributes show success, the people-related issues could lead the project to be considered less successful by the client. It shows how both the technical (things) and human (people) sides of the project need to work well together for overall success.

TEAM VIEW

The diagram below outlines project success factors under two main areas: management of things issues and management of people issues. Each of these areas contains several elements that are important for a project's success. Let me break it down with an easy-to-understand explanation and example.

Management of Things Issues:

This refers to the technical and measurable parts of a project. These factors deal with the "what" of the project—such as what needs to be done, how much it will cost, and when it will be finished.

Let's go over each one:

• Scope: This is about what the project is supposed to deliver.

Example: If you’re building a playground, the scope might include swings, slides, benches, and a sandbox. You need to make sure that all these features are delivered as promised.

• Cost: This is the budget for the project.

Example: The playground has a budget of $100,000. Keeping costs within that amount is essential.

• Quality: This refers to the standard of the work done.

Example: The playground equipment should be sturdy and safe for kids. If the quality is poor, it could be dangerous or wear out quickly.

• Schedule: This is the timeline for completing the project.

Example: The playground is supposed to be built in 3 months. Finishing on time is crucial to staying within schedule.

• Contract: This deals with agreements made with contractors or vendors involved in the project.

Example: You might have a contract with a company that supplies the playground equipment. Both parties need to stick to the agreed terms.

• Integration: Making sure all the different parts of the project work together smoothly.

Example: The playground, benches, and landscaping must all fit together well so that the park is functional and pleasant for visitors.

• Reporting: Keeping stakeholders informed about the project’s progress.

Example: Providing regular updates to the city council or community about how the playground project is going.

• Risk: identifying potential problems and finding ways to handle them.

Example: Bad weather might delay construction. Planning for this risk helps the project avoid serious delays or extra costs.

Management of People Issues:

This refers to the "who" of the project—how people are managed, including communication, teamwork, and relationships with stakeholders like clients and vendors. These factors are harder to measure but can have a big impact on the project’s success.

Let’s go over these:

• Team: Managing the project team is critical to success.

Example: In the playground project, the team includes the landscapers, builders, and designers. Keeping them motivated and ensuring they work well together is essential.

• Vendor: Managing relationships with suppliers or external companies.

Example: The playground equipment supplier is a vendor. You need to work with them to make sure the equipment arrives on time and meets quality standards.

• Client: Managing the relationship with the client, who is the person or organization that hired you to do the project.

Example: The city council might be the client in charge of the playground project. Keeping them informed and satisfied is key to ensuring they are happy with the result.

• Communication: Ensuring there is clear communication between all the different people involved in the project.

Example: If the landscapers, builders, and the city council don’t communicate well, there could be misunderstandings that lead to delays or errors.

Example to Bring It All Together:

Let’s imagine you're managing a project to build a new playground in a local park.

Management of Things Issues:

• Scope: The playground will have swings, a slide, and benches.
• Cost: The total budget is $100,000, and you must ensure the project stays within this limit.
• Quality: The equipment must be safe and durable for children to use.
• Schedule: The park should be completed in 3 months.
• Contract: You have a contract with the playground equipment supplier, and both parties need to meet their obligations.
• Integration: The playground and benches need to be placed in a way that makes the park easy to use and pleasant.
• Reporting: Regularly update the city council on the project’s progress.
• Risk: You plan ahead for potential risks, like bad weather or delays in getting materials.

Management of People Issues:

• Team: The landscapers, builders, and designers all need to work together smoothly to avoid mistakes or delays.
• Vendor: You need to work well with the company supplying the playground equipment to ensure everything arrives on time and in good condition.
• Client: The city council needs to be kept happy and informed, as they are funding the project.
• Communication: Ensuring good communication between the team, client, and vendors to avoid misunderstandings or mistakes.

Why Both Matter:

Even if you manage all the "things issues" perfectly (like staying on budget, meeting the schedule, and delivering the required scope), the project can still fail if you don’t manage the "people issues" well. For example, if there’s poor communication between the team and the client, the client might be unhappy with the final result, even if it meets all the technical requirements.

So, to achieve total project success, you need to manage both the technical aspects (things) and the people involved effectively.