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Successful Project: Installing a privacy fence around the perimeter of a house.
Unsuccessful Project: Converting C-130 aircraft technical orders into an interactive electronic
publication.
Successful Project Unsuccessful Project 1) Clear and shared purpose and goals
The goal was to install the fence within
two days to provide the privacy and
enhancement the client desired. A few goals of the project were to reduce the
cost of printing, update changes faster, and
provide a quality product to the end user. 2) Motivated project team and
stakeholders
The team was highly motivated and the
client was very excited to see the final
product. The client valued her privacy
very much and thought the white fence
would add character to her home. The lack of buy-in from all levels provided
little excitement to the project. There was
competing ideas at headquarters as to which
standard to use and it showed throughout
the project. 3) Unfailing customer orientation
Completing the project within two days
was extremely important to the client.
The team lead gave the client an overview
of the project and ensured her the
deadline would be met. At the end of day
one, the team lead provided the client a
project update and informs her what time
we would began the following day.
4) Adequate support and resources
The team had all the required resources
and the project was well-planned.
Measurements were taken to ensure all
material was on-hand.
5) Clear roles and responsibilities
The team lead had installed several
fences and had the most experience. The
other two members were assigned
specific roles to ensure the project flowed The technicians and mechanics who would be
the users of the product had very little input
during the early stages. Failure to
communicate and obtain input from the
users during the planning phase caused many
problems as the project progressed. The project required specific skill sets such as
technical writers, graphic editors, and
schematics interpreters. The lack of these
qualified skill sets made it difficult to meet
performance objectives.
Due to the lack of skilled personnel, team
members would often move from task to task
with no clear roles and responsibilities. smoothly and was completed on
schedule. Many aspects of the project were absence
from the planning phase. The project was
very complex involving and effecting many
organizations and did not receive the level of
planning that was required. The budget was
exceeded and milestone achievements
almost never occurred. 6) Attention to planning
Although the project wasn’t overly
complex, effective planning was still
required to meet the client requirements.
The team had calculated the cost of
material and provided the client with a
quote. In addition, all materials were
Everything was reactionary with no
delivered to the client resident a day prior contingencies in place. Software glitches and
to starting the work.
network problems consistently brought the
project to a halt. Management was
7) Effective Management of uncertainty
ineffective in responding to crises.
The scope was clearly understood and the
plans were properly laid out.
Contingences were made for the
One of the key stakeholders was the
possibility of running into hardened
technicians and mechanics who would be the
debris while drilling holes for the posts.
users of the finish product. The users were
not engage with at the start of the project
8) Continuous, effective communication
resulting in major changes as their input
Commination was effective prior to the
started to filter in.
start and throughout the project.
There was no change control process in
place. The project started out effecting only
one model of the C-130 aircraft but was later
9) Effective scope management and change change to include two other models which
control
had its own set of technical orders.
The key to scope management was
effective engagement with the client to
manage her expectation. The planning
Majority of the problems that occurred
phase avoided scope creep and ensured a within this project can all be attributed to
quality project was completed.
lack of leadership. Strong effective leadership
would have ensured buy-in from all levels and
10) Leadership
that the necessary resources were available.
Installing the fence was not a complex
Poor leadership doomed this project from the
project but still required great leadership beginning.
in order to provide a quality finish
product. The team lead had the most
experience and demonstrated it through
effective planning and managing the
client expectation. 1. Cleared and shared purpose and goals tend to be the most important success factor.
Project success is greatly diminished when all project members are not in agreement on the
purpose and mission of the project. 2. Do no harm is one success factor missing from the list. Projects cannot be considered a total
success if it causes harm to people or the environment. Post # 2 Previous Next
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Think back to the most and least successful projects in which you have been involved. Make a list of the
project success factors presented in this chapter and create a table similar to the one
below. Briefly describe how each of the 10 success factors played out in each of the two projects.
SUCCESSFUL PROJECT: Change out of tub and swing mechanism on large 45 cubic yard dragline
UNSUCCESSFUL PROJECT: Creation of Standard Operating Procedures and Training Plans for Employees
Factor 1: Clear and shared purpose and goals
Successful Project – The machine has been in operation since the late, 1960’s, and reliable operation of
the unit for the life of mine, was of paramount concern. The major rebuild was a site level driven project,
designed to increase the life of the asset. The purpose and goal was highly supported at corporate level.
Unsuccessful Project – The purpose of the project, had good intentions, because the guidance
documents were intended to not only teach, and guide employees in their day to day assignments, but
most importantly, to keep them safe. Alignment was found at the local, as well as corporate level,
however there did not seem to be complete buy in, by all at those same levels.
Factor 2: Motivated project team and stakeholders
Successful Project – Motivation of the project team was outstanding, and the stakeholders were very
pleased with the project’s potential to increase the life of the asset. Large mining draglines are not
something you can just place and order for. Most of the ones in existence today, are old, and require
maintenance all the time to keep them functional. With approximately 15 years left in the life of the mine
site, having the machine operational was pivotal to the site, and corporation’s success. Unsuccessful Project – The project could be best defined as a pet project of someone at the corporate
level. Principally the project was shoved down the throat of all 16 sites the company had. The only
motivation present was getting something on paper, whether the documents served a good purpose or
not.
Factor 3: Unfailing customer orientation
Successful Project – In the dragline project, there was a clear definition of the final customer, which was
the company executive committee. Daily, and weekly updates were provided in order to keep the team
abreast of any hiccups, as well as successes along the way.
Unsuccessful Project – The project was completed close to 8 years ago, and there is still a common
sentiment, that no one knows who the documents were intended for. Most believe, they were done
simply to satisfy the whim of someone trying to make a mark for himself.
Factor 4: Adequate support and resources
Successful Project – The project was well planned, and gave insight to corporate executives, as to how
much the venture would cost up front, as well as the return on investment. The data provided to them,
made the approval for expenditures clear, which lead to full acceptance, and support of the project.
Unsuccessful Project – In the end, the project was one with little to no support, especially at the local
level. There was a feeling that the undertaking was only being done to appease people at upper levels of
the organization, leading to a lack of enthusiasm by local management.
Factor 5: Clear roles and responsibilities
Successful Project – The project was lead at the site level, with clear definitions of roles/responsibilities.
Great detail was given to simple concepts, such as who does what, and when, thus helping to reduce
constraints imposed from lack of forethought. All parties involved were well attuned to their
responsibilities, and worked very hard to make sure the project was successful.
Unsuccessful Project – There was a common sentiment among those involved with the project, that
there was no clear definition of roles. People would be changed, and moved around along the path of the
project, making the whole process one of complete chaos.
Factor 6: Attention and planning
Successful Project – Planning was at the heart of the project, and the results spoke for themselves at the
close of the project. Not only were all parts, materials, and service providers in place, but completion was
in time, and the budget was spot on. No major overspends, or surprises were found.
Unsuccessful Project- The training document project was embarked upon with little to no forethought,
even though the idea came from the corporate ranks. The project was a prime of example of the saying
“when you fail to plan; you plan to fail”. Factor 7: Effective management of uncertainty
Successful Project – Referring back to factor 6, planning was the factor making a difference. Any
uncertainties, or reservations were fully addressed. With a clear definition and scope the project was
gone into, with no thought of failure.
Unsuccessful Project – There were no contingency plans, nor thought of any uncertainties along the way.
Everything was done on an ad hock basis, which lead to the project continually being in a state of
confusion.
Factor 8: Continuous, effective communication
Successful Project – Communication, and collaboration was found throughout the project, and all parties
involved were in lock step with each other.
Unsuccessful Project – Communication was essentially non-existent, other than the daily mandate to get
the work complete as soon as possible.
Factor 9: Effective scope management and change control
Successful Project – As part of the planning phase, the scope was clearly defined, and even included
some potential what if’s. With such large equipment, and inability to find problems until you break the
machine down, plans were already in place to address any surprises, should they arise. Essentially the
team was prepared in the forefront to address any conditions that may arise.
Unsuccessful Project – Clear definition of scope was something that plagued the project from the onset.
Change was managed only as required, leading to a very reactionary project. Team members were being
continually changed, leading to mass confusion.
Factor 10: Leadership
Successful Project – The dragline project was multifaceted, and required leadership from both local
managers, and contract service providers. Because the company providing the service was so well versed
in the repair, a member of their team was chosen to lead the charge. However, there were controls in
place where any decisions, or changes of plan had to go through approval of the entire team.
Unsuccessful Project – There was one person who was leading the project, however his misgivings, and
lack of leadership lead the team, and project to an epic failure. There was no clear definition of
expectations, directions, or succession plans once the project was completed.
What are your conclusions about which success factors tend to be most important?
Being a Planner/Scheduler, and one who was closely involved with not only the planning of the project,
but its execution, I feel the development of a well-defined scope, with proper planning was paramount
to the project success. In the end, not only was the project completed on time, there was very little unexpected expenditures, and most importantly, we completed the repairs with no harm done to our
people.
Name and describe at least one success factor that you think is missing from this list.
Although the thought is implied in some of the other ten factors, I believe securing Adherence to Core
Values and Guiding Principles should be addressed, and stressed. Sometimes, topics such as worker
safety, and care for the environment, for example are found to be overlooked, in the pursuit of getting a
project completed. In an environment of constant scrutiny, especially among large corporations, there
has never been a time where faithfulness to core values has been more important. Not only do
companies stand to receive a proverbial black eye, there are also adverse financial implications, leading
to negative returns (Barchiesi) that can break the backs of even the most successful companies. Any
compromise of core values, and guiding principles should never be accepted, no matter how large, or
small the project may be.