Topic Teasers Vol. 105: Strategic Analysis for Typical and Non-Typical Projects

With the new emphasis on strategic and business skills for project managers, I know I should do some more concrete analysis of project success. But the projects I do are non-typical, and the “success” is more difficult to measure than number of units sold or even the profit margin. How can I calculate value in a more intangible environment?

A. Project managers are stepping out of bounds if they get involved in the business of the organization beyond whether the project comes in on time, on budget and with an acceptable degree of quality. If you have met your technical and functional requirements, pass the deliverable along and others in the organization can do further analysis of “success.”

B. All projects should come to the team with a specific percentage of organizational gain to be derived upon completion. It is the job of the team and the project manager or ScrumMaster to make sure that at least the minimum amount of gain is achieved before releasing the product into the organization or the marketplace.

C. With the expansion of the use of a project approach to more organizational change than tactile products and software development, it is necessary to have a way to measure return on investment that is more …

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Published at Wed, 14 Mar 2018 04:00:00 +0000