CHAPTER 3: ESSENTIAL ELEMENTS FOR ANY SUCCESSFUL PROJECT

In this Chapter

 Learn what comprises a successful project

 Understand the common characteristics of troubled projects

 Review the common characteristics of successful projects

 Find out which tools are indispensable to most project managers

In this chapter, we continue the accelerated learning approach started in the previous chapter. Anytime you
are learning a new skill set, especially one that is as broad as project management, one of the most effective
ways to reduce your learning curve and focus your mental energies is to understand what successful people
do in the field and, equally important, understand what not to do.

With this philosophy in mind, we take a step up in this chapter and look at projects as a whole and not just
the project manager position. We review the leading causes of troubled projects and discuss the common
principles, techniques, and tools underlying most successful projects. With this foundation in place, you will
better understand the purpose and the value of the fundamentals covered in the rest of this book and, as a
result, be much better positioned for success on your project management assignments.

What Exactly Is a Successful Project?

You would think it would be relatively straightforward to describe the attributes of a successful project. Well,
let’s just say this endeavor has kept more than a few spin doctors, politicians, and history revisionists
employed throughout organizations across our great land. Why is this the case? There are several reasons for
this:

 There is a lack of universal harmony of what comprises project success metrics. It seems that every
project management educational source and organizational process maturity standard has a slightly
different definition of project success.

 For many projects, the acceptance and success criteria are never established or agreed to by all key
stakeholders.

 In many cases, an organization might define a project as successful even when some of the textbook
criteria for project success (such as schedule, cost, and client expectations) are not completely met.
This is often the case if the project achieved strategic business or organizational objectives.

 In other cases, a cancelled project might be a successful project if there was a plan for one or more
go/no-go decision points.

From a utopian, academic standpoint, the ultimate successful project would be defined as a project that

 Delivers as promised—The project produces all the stated deliverables.

 Completes on time—The project completes within the approved schedule.

 Completes within budget—The project completes under the approved budget.

  Delivers quality—The project deliverables meet all functional, performance, and quality
specifications.

 Achieves original purpose—The project achieves its original goals, objectives, and purpose.

 Meets all stakeholder expectations—The complete expectations of each key stakeholder are met,
including all client acceptance criteria, and each key stakeholder accepts the project results without
reservation.

 Maintains “win-win” relationships—The needs of the project are met with a “people focus” and do
not require sacrificing the needs of individual team members or vendors. Participants on successful
projects should be enthusiastic when the project is complete and eager to repeat a similar
experience.

Tip

An excellent technique is to identify, document, review, and approve any criteria that will be used to measure
the success of the project during the project definition and planning processes.

Learning from Troubled Projects

Before we review the common traits of many successful projects, you can learn a lot from less-than-
successful projects. From my experience, the reasons for project troubles can be generally classified into two
groups: project-level issues and organizational-level issues.

One of the key differences in the two groups is the level of control that the project manager has over these
factors. For project-level issues, the project manager has tremendous influence on these matters. In most
cases, the project manager can either avoid the issue or take action to resolve it if it does occur. For issues at
the organizational level, the project manager cannot generally fix the problems, but the project manager can
certainly have influence on them by asking the right questions, anticipating the associated risks and issues,
focusing extra efforts to compensate for the issues, and developing contingency plans to minimize the impact
on the project.

Also, please note that these issues are not exclusive. In most cases, there is overlap, and if you have one of
these factors present in a project, you will generally have others. Table 3.1 summarizes these issues, gives
specific examples of each, and notes what type of issue it is (organizational, project, or both).
TABLE 3.1

Common Reasons for Troubled Projects

Reason Example (s) Type Key Learning Point

Project not Project not aligned Org. Verify alignment
aligned with business unit or before project kicks
organizational goals; off
project not aligned
with other projects

Lack of Insufficient funding; Org. Understand project

management insufficient impact of
support resources; issues not organizational
resolved; senior structure; ensure
management proper senior
performance criteria management
not aligned with involvement in
project success project organization;
criteria advocate PMO and
steering committee
structures

Lack of Purpose and goals not Both Gain acceptance of

stakeholder buy- clear; “trust” project purpose,
in relationship not goals, and success
established; upfront; ensure all
inadequate stakeholders are
communications; identified and
mismatched consulted; constantly
expectations; all communicate and
stakeholders not validate
involved understanding

Inadequate Inactive, unengaged Org. Educate sponsors on

project sponsor sponsor; lack of their roles and
leadership; ethical responsibilities; gain
issues; not handling formal authorization
organizational issues; of project and the
not supportive of project management
project management position; understand
process sponsors’ motives
and incentives

Too many Conflicting project Org. Relates to the need

project goals; lack of for proper project
sponsors ownership; political alignment and clear
battles roles and
responsibilities

Lack of clarity Inefficient work Both Use Responsibility

on roles and efforts; missed Matrix to clarify all
responsibilities deadlines; lower team roles and
morale; delayed issue responsibilities;
resolution review roles and
responsibilities with
 each individual;
validate expectations
in advance

Poor Inconsistent, Project Develop a project

communicatio incomplete, or communications plan
n nonexistent status that is acceptable to
information on key all stakeholders;
project metrics; establish tracking and
inadequate tracking monitoring
and monitoring of mechanisms during
project progress; not planning; constantly
listening to seek questions and
stakeholder concerns feedback; understand
or feedback; not each stakeholder’s
using proper perspective; clearly
mediums for certain set context of each
project message
communications;
messages are not
clear or occur too
frequently

Price wars Due to budget Org. Develop complete,

reduction measures or detailed project
market pressures, budgets;
management agrees communicate
to perform project at associated risks;
or below estimated improve negotiating
costs skills

Resource Lack of dedicated Org. Develop project

conflicts team members; key resource plan; gain
resources not commitments from
available when resource managers;
scheduled encourage centralized
organizational
structure for resource
planning/deployment

Inadequate Lack of leadership; Both Organizational

project inexperienced or commitment to PM
manager untrained project education; use of PM
manager; ineffective mentorship programs
project manager

Underestimate Not understanding Org. Use project sponsor

change impact the complete effects and business process
on both existing owners to champion
processes and people the new process;
that the change involve additional
introduced by the stakeholders to
project will have; not understand their
properly preparing or needs and solicit their
planning for the support; plan for the
 change necessary
communications and
training (change
management plan);
plan for the
disruptive
deployment period;
utilize pilot
approaches to
minimize impact

Inadequate Management does not Both Educate senior

planning require or allow time management on the
for proper planning; value of proper
incomplete scope or planning; use
deliverables list; standard
incomplete work methodology for
identification; lack of project planning; gain
detailed schedule; formal acceptance of
inadequate risk project plan before
identification; proceeding; develop
assumptions not realistic project
documented; lack of schedule and budget,
schedule and budget as well as tools and
contingency processes to keep
updated; identify and
document project
risks and mitigation
strategies

Lack of change Scope of work Project Utilize formal change

control increases without control procedures to
management proper schedule, properly assess and
budget, or resource communicate any
adjustments; changes change to the scope,
occur to deliverables, schedule, budget, and
schedule, or budget targeted project
without proper deliverable
notification and
approval

Lack of Missed stakeholder Both Ensure success

completion expectations; criteria are
criteria increased costs or established during
missed deadlines due planning phase;
to rework; lack of define user
smooth transition acceptance criteria
from one phase to for project
another deliverables; define
exit criteria for
project phases

Inadequate Inability to measure Both Establish and execute

progress project status and periodic status
tracking probability for meetings and
 success; inability to reporting (weekly in
review project at key most cases); review
points to make go/no- project at scheduled
go decisions intervals against
established criteria to
determine whether
project should
progress into next
phase

Unforeseen Effort spent resolving Project Structure project to

technical technical issues deal with high-risk
difficulties drives missed technical challenges
schedules and early in the project;
increased costs; prove the technology
unproven technology before making
does not meet user additional
expectations investment; leverage
technical expertise to
support team
capabilities

Poor Documented Both Utilize requirements

requirements requirements not gathering techniques
definition aligned with actual that elicit engaged
and/or objective, workflow, participation and
management or process; make it easier for
updated/changed stakeholders to
requirements not visualize final
implemented; deliverable; evaluate
delivered product is how requirements are
not adequate; reviewed and
stakeholders not approved; establish a
satisfied process to manage
and communicate
updates to
requirements

Caution

A good project manager can still end up managing a troubled project. Sometimes, your best project
management work might be in minimizing the damage from a troubled project.

Learning from Successful Projects

After reviewing what makes a project successful and the common ills that befall many troubled projects, you
likely have a good sense of the qualities and traits shared by most successful projects. Although no two
projects are ever the same, and every project has its own unique set of challenges, there is a common core of
principles that successful projects share. By understanding these, new project managers can better prioritize
and better focus their project management efforts. These qualities are generally true about successful
projects:

 The project is aligned with organizational goals.

  The project has effective management support.

 The project has effective leadership.

 All key stakeholders are in agreement on the purpose, goals, and objectives of the project.

 All key stakeholders share a common vision of the project results.

 All key stakeholders share realistic expectations for the project results.

 The project results meet the expectations of the key stakeholders.

 Stakeholder expectations are constantly managed and validated throughout the project.

 An investment is made in proper planning.

 The project scope, approach, and deliverables are clearly defined and agreed upon during planning.

 Each stakeholder and team member’s role(s) and responsibilities are clearly communicated and
understood.

 A high priority is placed on accurate and complete work effort estimates.

 A realistic schedule is developed and agreed upon.

 The project team is results-focused and customer-oriented.

 Requirements are effectively defined and properly managed.

 Project communications are consistent, effective, and focused on understanding.

 Project progress is measured consistently from the current baseline.

 Project issues and subsequent action items are aggressively pursued.

There is a strong sense of collaboration and teamwork.

 Expectations and changes surrounding scope, quality, schedule, and cost are closely managed.

 Project resources are skilled and available when needed.

 The project team proactively identifies risk and determines mitigation strategies to reduce project
exposure.

 The project team anticipates and overcomes obstacles to ensure the project meets objectives.

Essential Project Manager Toolkit

Although there are many facets of project management and many lessons to be learned from both troubled
projects and successful projects, there is an essential set of tangible tools that any project manager needs to
have to best manage any project. Table 3.2 lists these essential tools and why they are important.

The important principles to remember regarding project management tools are as follows:

 Any planning document needs to be reviewed and agreed to by appropriate project stakeholders and
team members.

 Separate documents are not always needed. Smaller projects might combine relevant information
(especially “plan” documents) into a single “grouped” document.

 The essential tools represent the key information and thought processes that are needed to
effectively manage the project.
TABLE 3.2

Essential Project Manager Tools

Tool Description Value Notes

Project Charter Authorizes project and Provides official notice Might not always be
the project manager to the organization a formal document; at
a minimum, get an
email notification

Project Defines project Key for managing Core tool

Definition purpose, objectives, expectations,
Document success criteria, and controlling scope, and
scope completing other
planning efforts

Requirements Defines the Key for managing Core tool; document

specifications for expectations and or database
product/output of the controlling scope
project

Project Shows all work Key for directing all Core tool
Schedule efforts, properly project team work
estimated, with logical efforts; key for
dependencies, managing
assigned to expectations; allows
responsible resources for impact and what-
scheduled against a if simulations when
calendar things change

Core tool Periodic reviews of Provides essential See Chapter 10,

actual performance information to “Controlling a Project,”
versus expected stakeholders; allows and Chapter 17,
performance for timely “Managing Project
identification of Communications,” for
performance more details
variances

Milestone Chart A summary of the Allows stakeholders Detailed schedule

detailed project to see high-level roll-ups can be
schedule showing project progress on difficult to read and
progress against key one page interpret; incorporate
milestones into status report

Project Shows all project Allows team On smaller projects,

Organization stakeholders and the members to get a might be combined
Chart working relationships better understanding with project plan or
among them of the project roles project definition
and organizational document
dynamics

Responsibility Defines all project Key for managing On smaller projects,

Matrix roles and indicates expectations; might be combined
what responsibilities establishes with project plan or
each role has accountability project definition
 document

Communication Defines the how, Key for managing On smaller projects,

Plan what, when, and who expectations; might be combined
regarding the flow of establishes buy-in with project plan or
project information to project definition
stakeholders document

Quality Defines the Key for managing On smaller projects,

Management approaches and expectations might be combined
Plan methods that will be regarding quality, with project plan or
utilized to manage the performance, and project definition
quality levels of regulatory document
project processes and compliance matters;
results impacts work efforts
and project schedule;
establishes
accountability

Staffing Lists how project Key for building Might also include
Management resources will be schedule; key for role profiles, rates,
Plan acquired, when they properly managing training needs; on
are needed, how much resources smaller projects,
they are needed, and might be combined
how long they will be with project plan or
needed project schedule

Risk Response Lists each identified Communicates On smaller projects,

Plan risk and the planned potential issues in might be combined
response strategy for advance; proactive with project plan or
each measures help reduce project definition
impact to project document

Project Plan Formal, approved Includes all other On smaller projects,

document that is used supplemental might be combined
to manage project planning documents; with project
execution key output of project definition document
planning

Deliverable Defines and lists all Key to managing Might be combined

Summary deliverables to be expectations; ensures with status reports;
produced by the proper visibility, might be part of
project tracking, and project definition
reporting of targeted document
deliverables

Project Log Captures essential Ensures proper Core tool

information for each visibility, tracking,
project risk, issue, and reporting of
action item, and items impacting the
change request project

Change Request Captures essential Allows change item Core tool

Form information for any to be properly
requested change that assessed and
 impacts scope, communicated before
schedule, or budget action is taken

Project The location where all Key part of managing Identified in project
Repository pertinent project project information; plan and/or
information is stored project team knows configuration
where to find current management plan;
project documents most are digital but
might have physical
location, too

Project Used by project Part of managing Electronic and/or

Notebook manager to maintain project information hardcopy versions;
official record of frequently
important project incorporated into
documents and project repository
deliverables

The Absolute Minimum

At this point, you should have a solid understanding of the following:

 What defines a successful project and why it is not always easy to measure

 The common reasons why projects get into trouble and what you can do to avoid them

 The key principles that serve as the foundation for most successful projects

 The essential project management tools and why they are important

The map in Figure 3.1 summarizes the main points reviewed in this chapter.
FIGURE 3.1

Essential elements for any successful project overview.

The essential elements for any successful project overview branches into lessons from successful projects,
defining a successful project, lessons from troubled projects, and essential P M toolkit. The lessons from
successful projects branches into the following. 1. Organization, 2. Stakeholders, 3. Planning, 4. Expectations,
5. Project team, 6. Project management. 1. Organization branches into the following. 1.1 Aligned with
organizational goals and 1.2 Effective management support. 2. Stakeholders branches into the following. 2.1
Agree on the purpose, goals, and the objectives of the project, 2.2 Share a common vision of the project
results, and 2.3 Share realistic expectations of project results. 3. Planning branches into the following. 3.1 The
project scope, approach, and deliverables are clearly defined and agreed upon during planning, 3.2 There is
an investment made in proper planning, 3.3 High priority placed on accounts and complete work effort
estimates, and 3.4 A realistic schedule is developed and agreed upon. 4. Expectations branches into the
following. 4.1 The project results meet stakeholder expectations, 4.2 Constantly managed and validated
throughout the project, 4.3 Role (s) and responsibilities are clearly communicated and understood, 4.4
Changes surrounding scope, quality, schedule, and cost are closely managed. 5. Project team branches into
the following. 5.1 Strong results focus and customer orientation, 5.2 Strong sense of collaboration and
teamwork, 5.3 Proactively identifies risk and determines migration strategies, 5.4 Anticipates and overcomes
obstacles, and 5.5 Project resources are skilled and available when needed. 6. Project management branches
into the following. 6.1 Project has effective leadership, 6.2 Progress is measured consistently from the
current baseline, 6.3 Project issues and subsequent action items are aggressively pursued, and 6.4 Project
communications are consistent, effective, and focused on “understanding”. Defining a successful project
branches into the following. delivered as promised, completed on time, completed within budget, delivered
quality, achieved original purpose, met stakeholder expectations, and win-win relationships. An arrow
labeled not trivial points at defining a successful project. The lessons from troubled projects branches into
organizational-level issues, project-level issues, and multi-level issues. Organizational-level issues branches
into the following. Project not aligned, lack of management support, inadequate project sponsor, too many
project sponsors, price wars, and resource conflicts. Project-level issues branches into the following. Poor
communications, lack of change control, and unforeseen technical difficulties. Multi-level issues branches
into the following. Lack of buy-in, lack of clear roles and responsibilities, inadequate project manager,
underestimating change impact, inadequate planning, lack of completion criteria, and inadequate progress
tracking. Essential