I am often asked for this list. The wording has evolved a bit over time - including a switch from "risk" to "success" factors to align with the new focus on appreciative inquiry - but essentially, they have remained consistent for over 20 years.
As with all such lists, they are easier said than done, but if that was not true, why would anyone need a Project Manager?
The Big 10 Project Success Factors
1. Project Sponsor is identified
The Sponsor advocates for the project is at a senior level in the organization. He or she encourages staff support through personal leadership and enthusiasm. The individual assigned to this role is kept consistent through the life of the project.
2. Project Key Contact is identified
The Key Contact (often a project manager) has appropriate decision-making authority for the project and knows the organization’s culture and the project’s stakeholders.
3. Project vision and goals are clear and well communicated
Everyone involved or impacted by the work (the stakeholders) understand why the project being implemented and can describe the benefits it will bring to them and the organization.
4. Project scope boundaries are managed
There is a process in place for establishing and managing the scope of the project as the work evolves.
5. Project budget is established and communicated to the stakeholders
Team members, and other stakeholders, are aware of the budget and use their knowledge to assess options and make recommendations.
6. Project schedule is realistic
The team has confidence that they can complete the work in the time-frame.
7. The team has the appropriate skills to complete the work
The technical and business skills and knowledge needed to complete the work are understood, and the team has them, or has been given the time and opportunity to learn them.
8. Project status reporting process and accountability for action is defined
The team and stakeholders have a timely and structured process for reporting status, requesting decisions, and flagging issues to those responsible for taking action.
<"span style="font-weight:bold;">9. Deliverable review process is defined and managed
The responsibility for reviewing and approving project deliverables is clear and the number and scope of iterations is managed within the context of the budget and schedule.
10. Project progress is being regularly communicated to stakeholders
The project team and sponsor regularly communicate the project’s progress to stakeholders, and ask for and respond to their feedback
About Me
- Anne Kaye
- vancouver, British Columbia, Canada
- I'm a Certified Professional Facilitator specializing in leading groups in designing business solutions. My work fosters co-operation in its broadest sense. I create the space for people to work together to do what they need to do - develop a plan, find a solution, create a product. I work primarily in social services and with organizations with alternative ownership models.
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