Who defines success and failure?
Don’t we plan-in “less than a success” every time knowing that a little failure is inevitable? Those are called contingency and risk management plans or after-market enhancements or another project. This coming close but not fully succeeding seems just an inherent way of ensuring more work. The concept of continuous improvement has even supplied us with a means of sanctioning the work that comes after the project. So, what happens after success? I’m not sure we’ll ever know but, maybe we should change the definitions of success and failure. Or perhaps we already have. Who defines success and failure? According to the standard practices of project management, success should be measured by tangible proofs. Work hours reduced, product defect ratios decreased or sales of a new product meeting projections are all measureable proofs. The project team may use these as well as measuring time-oriented deliverables such as meeting delivery dates, achieving component acceptance sign-offs or satis
