Why the Performance Measurement Baseline is the basis of project success
December 2, 2009 @ Herding Cats from Glen B. Alleman
When I hear talk about the PM 2.0 attributes being the basis of project success, I get a smile on my face. Not because I agree, I don't. But because words like..
Project Management 2.0 is an approach to managing projects that is brought to life by the use of Web-based, emergent, collaborative project management software and that focuses on collective intelligence, productivity and project leadership as the basic factors of project success.
...are so disconnected from the actual processes and attributes that are the basic factors of project success. As well these attributes are "restatements of the obvious." Projects that don't ...
- Use Communication is an enabler of project success. Without good communication projects fail. What "done" looks like, how to plan the work to move the project forward requires communication. Communication about the commitments and promises to deliver the intermediate products and services. Communication about what those products and services are and their units of measure for progress.
- Provide collaboration is critical to all the participants on the project. What to collaborate on. How to perform the collaboration process. What are the results of this collaboration.
- Improve productivity, is a tautology, without productivity the project is behind schedule and over budget. But what are the planned measures of productivity needed to reach the end on-time, on-budget, and on-specification
- Assure leadership, of course is a tautology - another restatement of the obvious. Leadership on projects takes many forms, likely dependent on the domain and context. Leadership on a web based development project for a a local retailer is likely much different than leadership on a multi-billion dollar defense program.
So now what? How can the probability of project success actually be improved with actionable outcomes?
The presence of these attributes says nothing about the project itself, what "done" looks like, how to get to "done," how to measure progress along the way to "done," and most importantly what are the impediments to reaching "done," and the mitigations and retirements of these impediments.
Here's one starting point for increasing the probability of project success.
Increasing The Probability Of Success For Your Project
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